Development of a Practical Model of Partnering for Construction Projects

This paper presents a practical model of partnering, which integrates the processes and associated components for partnering espousal. It intends to use the concept of modeling to integrate the aspects of system and process to form a model for practicing partnering. Therefore, a system-process model that is called the procedural mapping model (PMM) is developed, which adopts a more systematic approach to modeling construction partnering, including the identification of the core practices and activities. The PMM forms the basis for designing the key elements of the practical model of partnering that involves three major establishments including interactive process description, success factors’ monitoring, and goals’ assessment matrices. Individual components of these establishments have also been described.

[1]  Peter E.D. Love,et al.  Establishment of Critical Success Factors for Construction Partnering , 2000 .

[2]  J. Pinto,et al.  Critical Success Factors in R&D Projects , 1989 .

[3]  Peter E.D. Love,et al.  Partnering research in construction , 2000 .

[4]  Heng Li,et al.  Construction Partnering Process and Associated Critical Success Factors: Quantitative Investigation , 2002 .

[5]  Chimay J. Anumba,et al.  Establishing and processing client requirements—a key aspect of concurrent engineering in construction , 2000 .

[6]  Mike Kaye,et al.  Continuous improvement: the ten essential criteria , 1999 .

[7]  Heng Li,et al.  Development of a conceptual model of construction partnering , 2001 .

[8]  Glenn Ballard,et al.  Introducing a New Concept and Approach to Modeling Construction , 1997 .

[9]  Steve R. Sanders,et al.  PARTNERING PROCESS MODEL , 1997 .

[10]  Ralph J. Stephenson.  Project partnering for the design and construction industry / Ralph J. Stephenson , 1996 .

[11]  Angela Clarke,et al.  A benchmarking tool for change management , 1997, Bus. Process. Manag. J..

[12]  Panagiotis Mitropoulos,et al.  Management-Driven Integration , 2000 .

[13]  Heng Li,et al.  Infrastructure of Partnering for Construction Projects , 2001 .

[14]  Quentin W. Fleming,et al.  Integrated project development teams: another fad … or a permanent change , 1996 .

[15]  Walid Belassi,et al.  A new framework for determining critical success/failure factors in projects , 1996 .

[16]  David W. Miller,et al.  BEYOND ADR: WORKING TOWARD SYNERGISTIC STRATEGIC PARTNERSHIP , 1995 .

[17]  Ashok Jashapara,et al.  Towards positive partnering: Revealing the realities in the construction industry , 1997 .

[18]  C. William Ibbs,et al.  Re-engineering tools: the CPR System Models , 1996 .

[19]  Steve R. Sanders,et al.  PEER-REVIEWED PAPER:Partnering Continuum , 1998 .