C3 formal Studies & Reports
The Centre for collaborative Contracting (C3) is commissioning formal studies led by experienced groups of members or reputable academic institutions. The objective is to support the development of our fundamental understanding on the underlying elements which contribute to the business value, rationale, practice and performance of collaborative methods in the procurement and delivery of infrastructure projects and services.
Summary of content found below:
- Alliance and Collaborative Contracting Research Project
- Reference model for Project Alliance Agreements
- Profiling professional excellence in Alliance Management
- Australasian Collaboration Insights series - Collaboration Where it Matters: in planning and design
- Australasian Collaboration Insights series - Cultural transformation hardwired
- Australasian Collaboration Insights series - ECI: A practical overview
- Alliancing Performance & Perception Survey - APPS 2012
- Alliancing Performance & Perception Survey – APPS 2010
- Alliancing Performance & Perception Survey – APPS 2008
Content documents
Alliance and Collaborative Contracting Research Project
The GOLD STANDARD in Infrastructure delivery
This 3 year joint project with QUT and RMIT will examine governance and capability within collaborative contracts through quantitative research with the aim to improve value-for-money and collaborative contracting.
The AAA, together with the Australian Research Council, has invested in this project.
Significance for industry
Over the past 15 years, collaborative contracting has emerged as an innovative project delivery framework that is particularly suited to the delivery of complex infrastructure projects. Models of collaborative contracting have continually evolved over this time, as practitioners have progressively built expertise and sought to refine the efficacy with which the principles of collaboration are achieved.
Supporting innovation in efficient, effective collaborative project delivery has become particularly important given the recent decline in public and private sector investment in infrastructure, at a time when demand continues to grow.
Significance for AAA
AAA seeks to build collaborative capability amongst industry practitioners. When AAA was formed, collaborative experience in Australia was limited, and the alliance approach was the most well established collaborative delivery method. Today, there are a multitude of collaborative methods available, and both clients and contractors have developed substantial experience in the implementation of collaborative principles.
AAA sees it has an important role to play in assisting businesses to choose the right collaborative method for their purpose, and in supporting initiatives that will help practitioners hone their collaborative skills.
The members and associates of AAA are invited to participate in this project.
The Gold Standard Survey
Will examine individual governance mechanisms within collaborative contracts and determine which of these offers most value. It will also examine the individual learning behaviours of construction organisations to determine which of these offers most value.
This quantitative survey will be conducted during November-December 2012.
Overall Research is being conducted by:
- Dr Karen Manley - Associate Professor and HDR Director, School of Civil Engineering and Built Environment, Science and Engineering Faculty, Queensland University of Technology, Brisbane
- Dr Le Chen - Research Fellow, Collaborative Research Project, School of Civil Engineering and Built Environment, Science and Engineering Faculty, Queensland University of Technology, Brisbane
- Jo Lewis - Research Assistant, Collaborative Research Project, School of Civil Engineering and Built Environment, Science and Engineering Faculty, Queensland University of Technology, Brisbane
- Dr Derek Walker - Professor of Project Management and Director of Research,
School of Property, Construction and Project Management, RMIT University, Melbourne
Current Deliverables
- Governance Literature Review (QUT)
- Capability Literature Review (QUT)
- Ambiance of Infrastructure Construction Project Alliances in Australia - paper (RMIT)
- Alliancing Performance Perception Survey - APPS 2012 (RMIT)
Reference model for Project Alliance Agreements
This study and the production of ADPA and PAA Reference models were done by a committee formed by the legal members of the association, most of them the leading and most experienced construction law practitioners in the region.
These Reference models are intended to be a source of self-information and guidance for new alliancing practitioners before they engage in discussions with their legal professional services providers. The models are valid for both public and private sector infrastructure alliancing practitioners and offer a neutral platform resulting from more than 10 years of Alliancing Contracting best practices in Australia and New Zealand.
The project committee included:
- Mr. Ian Briggs (Project chair) - Partner, Minter Ellison (Brisbane)
- Mr. Sergio Capelli - Partner, Clayton Utz (Sydney)
- Mr. Andrew Chew - Senior Counsel, Baker & McKenzie (Sydney) during project
- Ms. Jeanie Elliott - Partner, Fenwick Elliott Grace (Adelaide)
- Mr. Jim Feehely - Partner, DLA Piper (Brisbane) during project
- Mr. John Gallagher - Partner, DLA Piper (Melbourne)
- Mr. Basil Georgiou - Partner, Jackson McDonald (Perth)
- Mr. Roger Quick - Partner, DLA Piper (Brisbane)
- Mr. Jason Ricketts - Partner, Freehills (Perth)
- Mr. Michael Weatherall - Partner, Simpson Grierson (Auckland)
- Mr. Geoff Wood - Partner, Baker & McKenzie (Sydney)
We are grateful for their generous contribution of a huge amount of time and expertise to the development of these reference models.
Note: The Victoria Department of Treasury and Finance (V-DTF) has produced in 2011 a PAA Reference model of their own which reflect the intentions, preferences and policies of central agencies for the procurement of collaborative projects for the Public Sector. We strongly invite practitioners to familiarise themselves with this model for completeness of their quest for information on the matter.
- AAA - ADPA and PAA Reference models
- AAA - PAA Reference model
Profiling professional excellence in Alliance Management
This study commissioned from RMIT University and Victoria University was intended to deepen our understanding into the skills, behaviours and attributes profile of successful alliance managers as a mean of understanding how we can recruit new generations of promising alliancing engagement managers and develop the skills and job performance of existing ones.
The study project was guided and supported by a steering committee including:
- Mr. Andrew Stevenson (Chair) from Baulderstone (during project)
- Mr. Tim O'Hearn, General Manager, United Group Limited (during project)
- Mr. Robert De Wet, RCG Manager, John Holland Group
- Mr. Darren Nabbs, Project and Alliance Director, Transfield Services
- Dr. Leigh Keith, General Manager HR and Safety, Melbourne Water
- Mr. John Lane-Smith, CEO, EPS Eclat People Solutions
Research was conducted by:
- Dr. Derek Walker, Professor of Project Management and Director of Research,
School of Property, Construction and Project Management, RMIT University, Melbourne - Dr Beverley Lloyd-Walker, Senior Lecturer, School of Management and Information Systems, Victoria University, Melbourne
- Summary report of findings
- Full report Volume I - study and findings
- Full report Volume II - Appendices and anecdotal evidence from interviews
In addition, the study yielded several interesting papers which were presented by the researchers to several international academic events.
- Ambiance of Project Alliances
- Salient Differences between Project Alliances and Traditional Projects
Australasian Collaboration Insights series - Collaboration Where it Matters: in planning and design
Centre for Collaborative Contracting/AAA 2012
This paper describes the pioneer work undertaken by Roads and Maritime Services (RMS) on its concept and design alliances and the legacy of this approach to increased organisational capability.
Numerous variations on the alliancing theme have emerged in recent years as public infrastructure agencies seek to maximise productivity in infrastructure design and construction through collaboration. Collaboration with designers recognises the window of opportunity for innovation that exists during these early phases of the project life cycle.
Australasian Collaboration Insights series - Cultural transformation hardwired
Centre for Collaborative Contracting/AAA 2010
In this paper, AAA offers view points from a cross section of industry leaders representing Rail and Water owners, major and mid-tier contracting companies and designers. Commentators reflect on how collaborative practice has influenced their organisation by fostering inspirational leadership and enhancing management capabilities, in turn driving and supporting internal change.
Australasian Collaboration Insights series - ECI: A practical overview
Centre for Collaborative Contracting/AAA 2010
This simple study provides an updated overview of the applications of Early Contractor Involvement in Australia with three studies to illustrate the model and its performance: Fremantle Ports, Team Savannah (Main Roads of WA) and Pacific Motorway Upgrade (Qld –Transport & Main Roads)
Alliancing Performance & Perception Survey - APPS 2012
The Alliancing Performance and Perception Surveys (APPS) are intended to provide a review of the performance of alliancing methods delivery and to gather a general feed back on the perception and comments from the Client/purchasers, typically from the project directors who were accountable for the project execution, on the effectiveness of the collaborative alliancing methods to deliver projects within their value requirements. This survey was conducted by RMIT University on behalf of AAA members and is a deliverable of the joint ARC Research project.
Alliancing Performance & Perception Survey – APPS 2010
The Alliancing Performance and Perception Surveys (APPS) are intended to provide a review of the performance of alliancing methods delivery and to gather a general feed back on the perception and comments from the Client/purchasers, typically from the project directors who were accountable for the project execution, on the effectiveness of the collaborative alliancing methods to deliver projects within their value requirements. The survey was conducted by RMIT University on behalf of AAA members.
Alliancing Performance & Perception Survey – APPS 2008
The Bi-annual Alliancing Performance and Perception Surveys (APPS) are intended to provide a review of the performance of alliancing delivery and gather a general feed back on the perception and comments from the Client/purchasers, typically from the project directors who were accountable for the project execution, on the effectiveness of the collaborative alliancing methods to deliver projects within their value requirements. The survey was conducted by RMIT University on behalf of AAA members.
