Alliance Contracting—Evolving Alternative Project Delivery (2015) / Chapter Skim
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40 chapter three ALLIANCE CONTRACTING PROCUREMENT POLICIES, PROCEDURES, AND PROGRAMS INTRODUCTION This chapter reviews findings as they relate to the policies, principles, and guidelines currently being followed by state transportation agencies to implement alliance contracts for infrastructure construction and maintenance projects. This chapter will combine information collected through the literature search, the screening survey, and interviews with case example agencies and industry professionals.
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41 ancing. The QDTMR Relational Contracting Guide contains a helpful tool for determining if a project is a good candidate for alliance contract delivery, which is shown in Table 19.
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42 picked by the QBS process consist of a single alliance team. Competitive alliance partners are selected on a best-value basis with an emphasis on the proposed TOC; however, they do not compete for work after selection.
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43 to minimize the probability job losses, which must be shared by all at the end of day. The juxtaposition of internal competition based on performance on the pain/gain share creates an environment that enhances collaboration and encourages the construction teams to provide outstanding outcomes in the KPIs and KRAs.
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44 and sufficient conditions." The selection of the term "family resemblance" is somewhat unique when analyzing a major infrastructure construction project; however, the analogy is appropriate (Hauck et al.
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45 ated. It included an "excellence allowance" that increased the workers' hourly pay by as much as AU$1.75/hour for achieving key performance indicators for production, quality, and safety.
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46 designs to choose another delivery model such as DB and solicit proposals or tender offers to complete the project.
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47 able and controlling them, and a framework for the effective assignment of specific and overall accountability for delivering the project. It is a set of policies, principles, rules, and supporting practices put in place to run a project" (ADIT 2011)
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48 certain decisions unilaterally, especially those related to long-term operations and maintenance issues. • Alliance Manager (AM)
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49 CONCLUSIONS The following conclusions were developed in this chapter: • From Table 18 -- Projects that are good candidates for alliance contracting delivery are highly complex projects worth AU$50 million (~U.S. $47 million)
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