A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 2

Much had been done and much more is being

WHY done to address these major issues facing the
construction industry. In 1998 the Construction
CHOOSE Task Force set up by the Government published
its report Rethinking Construction. This gave
birth to the Movement for Innovation (M4I) and
PARTNERING? a pool of demonstration projects, which in the
new spirit of openness, provide a bank of
knowledge on good practice and innovation.
The Government has followed this up with its
own guidance documents produced by the
Treasury.

For too long the construction The Construction Industry Council

enthusiastically supports these initiatives and the
industry has been divided by new thinking and cultural change they are
helping to engender in clients, consultants,
factionalism and conflict, which
constructors, specialist contractors and suppliers.
has contributed to poor
At the heart of Rethinking Construction is the
performance, dangerously low conviction that an integrated project process
profit margins and poor morale will deliver the best value to the client and
user. The process must however embrace the
among consultants, constructors combined talents of the full project team as
early as possible. The team must be in place
and suppliers. Understandably, from concept to completion and be wholly
clients in both the public and the focused on the needs of the client and users.

private sectors have become Central to this integrated process

is project team partnering - a
increasingly dissatisfied. What structured management
they see is unpredictability and approach to facilitate
working together. The
under-performance. What they project partnering team
receive is too often of poor must include the client
together with consultants,
quality, late and overpriced, constructor/construction
manager, key specialists, and
provided by a process seldom key suppliers. The team members
offering best value. form a ‘virtual company’, acting co-operatively
and making decisions in a blame-free
environment of trust. This will raise the
collective performance and aid more effective
working, with the focus firmly on agreed
common goals.

Underpinning the successful project partnering

team will be openness, clearly articulated
mutual objectives, a problem resolving
structure, a commitment to continuous
improvement - measured against Key
Performance Indicators (KPIs) - and a
3 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

mechanism to manage the risks and fairly share has been developed by leading legal experts
the rewards. and informed by all sections of our industry.
Hopefully it will not only be useful in itself,
If conducted properly the benefits will reach but will also help inform the development
well beyond saving money. There will be: of standard contracts.

Greater client and user satisfaction with the Change is seldom easy, but the industry
end product must change, not least because Government
Elimination of barriers that have developed procurement policy for all public sector
between consultants and constructors and construction projects is predicated on
specialists “Rethinking Construction” and the
Replacement of a blame culture with a integrated project process. The National
trusting environment Audit Office supports this procurement
Dramatic cut in waste through less reliance policy, which is enunciated in the Treasury
on tendering, using techniques including Procurement Guidance Documents.
value engineering and risk management,
getting things done right first time, and Policy and guidance will evolve and
through lean thinking develop as they are progressively informed
Sharing knowledge by best practice evidence and experience.
This partnering guide should also evolve,
These benefits are becoming increasingly locked into a process of continuous
understood, not least by the public sector improvement. It will be informed not only
auditing bodies who support a “best-value” by those M4I and Housing Forum projects
approach to construction projects. However, to that demonstrate project team partnering
satisfy the auditors it is essential to: and the integrated process, but also by the
comments and experiences of readers and
Plan the partnering procurement process and those that use it as a practical guide.
demonstrate that it has been followed
through in a rigorous and clearly
documented manner
Demonstrate best value through KPIs,
benchmarking and continuous improvement

There has been much talk about partnering, but

so far there is a severe lack of helpful guidance
for those who wish to embrace this new
thinking more fully. This document is aimed at
providing that vital guidance for everyone who
sees the potential of partnering but is unsure of
his or her ground. It gives the key pointers to
many of the questions that newcomers and
even the more experienced will raise.
BETTER FUTURE

When should I start looking for partners?

Who should be my partners?
How should I select partners?
How do I ensure that the partnering process
works?

Beyond advice this document also fulfils a

gaping need by suggesting a template for a
multi-party partnering contract. This template CONSTRUCTING A
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 4

When this has been accomplished it is time to

WHEN SHOULD I build the project partnering team.

START LOOKING It is paramount that the key members of the

project partnering team are appointed at the
very earliest stage and before making a detailed
FOR PARTNERS? planning application. In many instances,
especially where the client has less experience,
it may be that advisers are brought in to help
formulate and articulate the original brief.
These advisers may well later become members
of the project partnering team.

The whole process starts and ends The diagram below illustrates the benefits of
early selection of key members of the project
with the needs of clients and users. partnering team and the advantages of
engaging the talents of specialists in the pre-
Having established these needs the
construction phase.
client, in liaison when appropriate
with users and the partnering adviser
Adding value through project team partnering
(see later), must develop a well
considered brief that spells out the
Added value
project objectives and establishes a
• Faster construction Start on site Completion
realistic budget and programme. • Higher quality on site
• Cost savings

Where relevant, they must properly • Less waste

• More sustainable
• More suitable to use
evaluate what statutory or regulatory • More creativity
• Improved safety
• Fewer disputes
requirements they will need to satisfy, • Shared knowledge
• More fun
• Feedback Partnering approach
such as gaining planning approval,
and how long that will take.

Traditional contractual approach

Pre-construction period Construction period

Pre-construction period Construction period

5 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

The typical objectives that the client would set

before starting the selection process might be:

Commitment to enter into a multi-party

partnering contract
A given quality standard
Minimum on-site construction period
Certainty of completion
Minimum whole-life cost
Sustainable solution
Agreed Maximum Price
Zero defects
Respect for people

Having established the objectives, the client is

then in a position to embark on a selection
process.

Early research and defining unknowns

allows for designing out of risks.
Early appointment of key specialists increases
team knowledge allows for more creativity, improves
buildability of design.
Swifter resolution of conflict in blame-free culture.
Group committed to quality, satisfying client (user)
needs, best value, better human relations,
safety sharing knowledge, sharing gains and
eliminating waste.

Innately adversarial.
Project team members face conflict
between allegiance to project and
allegience to their employer.
Few opportunities for creativity as
roles strictly determined by contract.
Design rigid before specialists have
opportunity for input

Time
BETTER FUTURE

Note there is greater

value added with the partnering
approach after completion as
a result of greater feedback

CONSTRUCTING A
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 6

One of the more important first appointments

HOW will be the partnering adviser, whether a client
undertakes work regularly or not. The
DO I SELECT partnering adviser can come from any suitable
discipline, but his or her skills set must be right
for the role and the proposed project.
THE RIGHT
It is imperative that the partnering adviser is not
the client’s representative (see glossary), as trust
PARTNERS? within the project partnering team will be
threatened if the adviser is not regarded as an
independent authority with an interest in the
success of the project as a whole. Initially and
Clients who regularly undertake importantly there must be commitment and
trust in the relationship between the client and
construction projects are likely to the adviser and this trust must be carried
have built up relationships with through in the relationships with the appointed
partnering team members.
consultants, constructors and
In general the partnering adviser would not be
suppliers and will often turn to them
a party to the partnering contract, although
first when embarking on a new there are no absolutes on this. The role is to
facilitate the smooth creation and development
scheme. These relationships may be of the project partnering team.
loose or formalised. However, for the
The role of the partnering adviser is broadly
majority of clients, not necessarily the the following:
majority of projects, teams may be Guide in the selection and partnering
being built for the first time. What is process
Assist in team building
essential is that the selection process Record and document the project partnering
team relationships, the commitments made
is systematic. by each party and their expectations in a
multi-party partnering contract
To provide a first port of call in the event of
misunderstandings or disagreements
between project partnering team members

Alliances

Clients who have established long-term

relationships with various consultants,
constructors or suppliers may well also have
built teams that they hold in high regard, which
work well in meeting or exceeding
expectations. Such teams may have evolved
informally over a number of projects or they
may have been selected as part of a framework
agreement.
7 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

What is imperative is that these long-term Additional criteria might need to be

relationships or alliances are working to deliver demonstrated that could include:
improved performance. The relationship with
each individual key member of the project True partnering ethos at senior management
partnering team should come about on the level
basis of mutual interest and respect. Evidence of training and development of
staff in the culture of partnering and the
A high level of continuity from project to integrated process
project will afford the team members greater Genuine commitment to open-book
opportunity to co-operate effectively and invest accountability, to value engineering, to
in improving their performance, adding greater developing an Agreed Maximum Price, and
value to each successive project. to being open about and sharing savings and
ideas
As the Construction Task Force said: “A team Commitment to building team relationships
that does not stay together has no learning through Partnering Workshops, group
capability and no chance of making activities and events
incremental improvements that improve Commitment to measure performance
efficiency over the long term.” against the Key Performance Indicators
published by the Construction Best Practice
Project team partnering on a number of Programme as a minimum, and against other
consecutive projects, or alliancing, is a sector specific indicators as they are issued
powerful tool to deliver improved performance. Sound organisation with an established
capability of delivering quality
Respect in the market place for reliability,
One-off projects providing a good service and being a fair
employer
Essentially partnering is non-prescriptive, but Established stable management and
there is one golden rule: selection should not workforce
be about lowest price, but best overall value. Good health and safety policy and record
Good working and human relationships with
The key capabilities of consultants, other potential or actual members of the
constructors, specialist contractors and project partnering team
suppliers lie in their people and knowledge Ability to empathise with the client's
base. When looking to select partners, clients environment, culture and personalities
should look first to the people and the culture Sufficient resource available when needed
within which they work. Similarly those Sound knowledge base related to the project
consultants, constructors and suppliers courting Evidence from previous projects of an ability
clients or being courted by clients should to improve quality, deliver early and save
likewise look to the people and culture of those costs through innovation
with whom they are seeking to build a close Sound IT knowledge base and
working relationship. interoperability of software with other team
members and client
For project team partnering to be successful it
is important to select on the basis of attitude to This is not an exhaustive list; there may be
team working and the integrated process, and other suitable criteria to include, depending on
the ability to be dynamic, to innovate and offer the demands of the client or specific project.
efficient solutions as well as seek positive By adopting the above criteria, or similar, it
solutions to problems. becomes simpler to demonstrate and accurately
audit best value. The National Audit Office
supports this best value approach for public
sector projects.
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 8

But the strongest recommendation must be to who have specialist knowledge within the client
select the best project partnering team that the organisation. It may also be that panel members
client can afford. It is unwise to skimp on costs are drawn from outside the client organisation,
when building the team. These costs represent a for instance consultants who are engaged to
small part of the overall expenditure and will advise on the brief and setting the objectives.
influence how the rest of the money is spent The important point is to get together the panel
over the whole life of the project. that can best assess the potential partners
against the needs of the client and/or users.
Project team partnering must be conducted with Government agencies often have specific rules
trust. If money and the bottom line point the or policies regarding selection committees.
team members in different directions, trust will
break down or disappear. The criteria that will be used to rank the
candidates must be established and relative
weightings given to each according to their
Quality Based Selection (QBS) importance to the overall objectives.

The QBS process provides a practical way to Step 2:

select potential partners. It has been used
extensively elsewhere in the world and is Potential project partnering team members will
becoming more commonplace in both public be selected initially from a wide list of possible
and private sector procurement in the UK. In candidates. This may be done from lists already
simple terms it is a process whereby the client held or through public advertisement, but for
allots a weighting to each and all the selection public sector projects the Government prefers
criteria according to their worth to the overall that selection be made using its pre-
project. Candidates are scored on each of the qualification register, Constructionline.
criteria and the weighted totals at the end
indicate their relative suitability. The client will invite the possible candidates to
submit focused “Statements of Quality”. This is
This process is the policy of the Construction to assess the capabilities of the various
Industry Council, in line with its agenda to candidates and their suitability as project team
improve quality. More detailed guidance can be members. The requests from the client will
found in Quality Based Selection of provide all necessary administration and contact
Consultants: a key to design quality, published details, details on the scope of work and
by CIC. A copy of an evaluation form taken budget, the information required from each
from the QBS report is printed in the appendix applicant, the selection criteria and the relative
to this document. weightings and any deadlines, along with other
necessary information.
The precise selection process may vary
according to circumstances, such as the level of The objective is to create a short-list of three
experience and knowledge of the client, the (ideally, but more if necessary) for each
nature of the project and the specialisation of potential team member.
the team member being sought. But the
following gives a guide to the principles of the Step 3:
process.
The statements of quality are evaluated and
Step 1: ranked by the client's selection panel, with the
goal of selecting the firm, individual or pre-
The initial step is for the client or users to form assembled team most qualified for the project.
a selection panel to assess the candidates. The
panel may be drawn from key people who will Evaluation forms should be used for each
be involved with the project on a day-to-day candidate that include the weightings and their
basis, representatives from the users and those scores against each of the pre-determined
9 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

selection criteria (As mentioned a sample tally The interviewing process, while seeking to
sheet taken from the QBS guide is printed in the establish a rapport with the potential team
appendix). This is a useful tool for evaluating, members, should also be conducted with the
ranking and ultimately selecting the best same rigour as the initial quality and
candidate. capabilities selection procedure. The
interviewing should be standardised for all
Candidates should be evaluated separately by candidates and a score given according to pre-
each member of the client’s selection panel. established criteria. The scores should be
The chair of the selection panel will collate the weighted and assessed in the same way as was
individual score sheets when all the short-listed used to rank short-listed candidates.
firms or individuals have been evaluated. This
provides a documented record of the selection The client should let all teams, firms or
process, which is important for reasons of individuals know when the choice will be made
probity and will be essential if the process is and when they will receive a communication
audited or questioned in the future. regarding the outcome. If possible, the panel's
decision should be made known on the same
The selection panel should achieve the ranking date as the interviews, after the panel has had
and selection by consensus, rather than by sufficient time to evaluate all teams, firms or
majority vote. One reviewer should not be individuals.
permitted to unduly influence the outcome of
the selection process, but grave misgivings must Step 5:
be taken fully into account as they may taint the
project later. The client is then in a position to negotiate a fee
and finalise terms of contract with those who
Step 4: have achieved the best score. Clients must
remember that in such negotiations codes of
Having narrowed the field, the selection panel conduct should be taken into account. For
should conduct interviews with the short-listed example, architects have an obligation to ensure
potential team members. adequate financial resources to carry out their
role in the project properly, and for them this
Project partnering team building begins here. It has statutory force under the Architects Act.
is crucial to the success of the project that the
client and potential partners get on and have a It may be at this stage that terms cannot be
good rapport and understanding. The interviews agreed for whatever reason. The client is then in
will also provide an early warning of any a position to enter into negotiations with the
potential conflict between likely team members. second placed candidate.

The selection panel should visit projects and the

offices of the prospective team members and
meet the senior executives to be totally satisfied
of their commitment to project team partnering.

From the point of view of the potential team

members the interviews will also provide an
BETTER FUTURE

opportunity to consider honestly whether they

feel comfortable with the project, the client and,
if any have been selected, other team members.

It is essential to establish from the potential

team members at the outset that there is a
commitment from the key personnel to stay
with the project through to its completion. CONSTRUCTING A
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 10

Having selected the project partnering team

HOW DO I members the next move is to bind them into a
team. It is advisable to begin this process at
ENSURE THAT THE workshops away from the potential pressure
cooker of the actual project. This will allow
relationships to develop in an “interest neutral”
PARTNERING environment, where the team members can
learn to work together, get to know each other
and build mutual respect, trust and loyalty
PROCESS WORKS? without the normal commercial perspectives
prejudicing their views of each other.

The key to making the partnering Workshops:

process work lies in building and Once the key members of the team have been
selected a workshop should be arranged with
maintaining strong teams. A good
all of them, led by an independent facilitator.
team produces far more than the sum This is necessary to start bonding the team
members including the client and, where
of the efforts of its individual appropriate, the users.
members; poor teams more often than
It is important that early advice is taken from
not produce less. Right from the the partnering adviser to ensure that a suitable
facilitator is appointed. The role of the
outset it is essential that team building facilitator is critical in laying the foundations on
and maintenance are in the minds of which the team is built. The partnering adviser
should be at all workshops.
those charged with bringing the team
This is where co-operative networks start to
together. Getting the team right will form and are shaped so that all members of the
be at the forefront from the first steps team succeed in both their personal and
corporate objectives. The aim is to get the team
in the selection process. working creatively, co-operatively and even
more for them to have fun as a team. Energy
and effort put in here will generate creative
thinking, understanding and innovative working
that will later benefit the team and the project.

For a successful project team partnering

process it is essential to define the activities
clearly and programme them to a critical path.
The aim is to foster good, resilient and
developing relationships, creativity and total
support for each other.

The energy put into this aspect of the partnering

strategy is the key to its success.
11 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

Initial Project Team Partnering A typical programme of an active partnering

Workshop process for a project of approximately £5
million cost might include the following team
The first workshops should include the selected building activities:
team members and their senior staff.
Outdoor events
The independent facilitator would usually invite Team activity research
each individual to open up and talk about their Problem solving - risk analysis
strengths and weaknesses both in their work Tasks to be achieved as a team
and social lives. The aim is to identify the Analysing how the best results are
individual's character as well as experience accomplished together as a team
relevant to the project. Overcoming individual fears
The facilitator will try to identify any fears or Developing trust to enable better
concerns an individual may have of other performance from the team
people in the team and see if these can be Use the combined intelligence, knowledge
dispelled through discussion. and skills of all the team members to
develop innovative and creative solutions
During the workshop it may be that unforeseen
clashes between personalities are highlighted A timetable for the partnering process activities
that cannot be resolved through discussion. should be discussed and agreed by the team.
This should be openly recognised with no (More detail is provided by way of a timetable
blame attached. The solution may lie in an in the appendix)
individual or individuals stepping down to
make way for colleagues more suitable for the
team. For partnering to work, friction must be
spotted early and dealt with openly.

The facilitator will devise suitable activities or

exercises to underpin co-operative working and
corporate decision making.

Each individual's own objectives for the project

will be identified first. Then mutually agreed
objectives will be clearly defined relating to
quality, delivery, cost, sustainability, partnering
creativity, progress, etc. These will be included
within the multi-party partnering contract that
all members of the project partnering team will
sign.

It is also appropriate at the initial workshop to

define a regime for open-book accountability
and to determine how to share fairly among the
BETTER FUTURE

project partnering team any cost savings. A

base formula for this must be agreed.

CONSTRUCTING A
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 12

An effective partnering contract should support

WHY A PROJECT the full partnering team and aim to deliver an
integrated project process. Logically it should
TEAM-BASED replace any of the existing standard contract
forms.

PARTNERING An effective contract can play a central role in

partnering. It sets out the common and agreed
rules; it helps define the goals and how to
CONTRACT? achieve them; it states the agreed mechanism
for managing the risk and the rewards; it lays
down the guidelines for resolving disputes. But
the central thrust of the new thinking is that a
There has been much talk in the press contract should not encourage a self-serving or
adversarial stance or a battle with other team
and comments from industry experts members for the benefit of one party.
that may suggest that partnering is not
Creating a contract that can accommodate
about contracts. This is partly true. those aspirations is clearly of paramount
importance in the development of partnering.
What partnering is not about is for For the avoidance of doubt what we are talking
each party to use contracts to about is a legally binding contract and not a
non-legally binding charter or any equivalent.
strengthen their position at the
The Housing Forum published a report this year
expense of others and the overall called How to survive partnering - it won't bite.
project. It is not about the conflict It was the result of a wide-ranging survey and
concluded that: “There was almost unanimous
and the lengthy and costly disputes agreement that partnering agreements should
be in place early in the project and that these
that are too frequently the end result
agreements should be formalised and
when parties are bound by eventually merged with contracts.”

intrinsically adversarial contracts. Clients, constructors and consultants engaged

on partnering projects have frequently looked
for a project team-based form of partnering
contract that fully embraces the objectives of
the Construction Task Force and moves away
from the adversarial traditions of the
construction industry.

This raises a number of issues, not least the

question of the logical contractual structure for
a project partnering team. Should there be
individual two-party contracts between
members, or can a construction contract adopt
a multi-party approach, whereby the client, the
constructor and all consultants and specialists
work together under the same document?

The essence of a multi-party contract for

partnering is that it encourages a joint
13 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

commitment to the project. Otherwise there is Fundamentally any successful partnering

always the temptation, when a problem arises, contract must also discourage parties resorting
for team members to disassociate themselves to lengthy and costly adjudication, litigation or
from it by hiding behind their normal two-party arbitration of disputes. There must be an
documents. effective system for resolving problems quickly
and effectively within a no-blame culture.
The multi-party approach underpins a joint The following document is a template not a
commitment to innovation, increased efficiency model contract. It sets out model heads of
and reduced waste. It can also embody the terms for a multi-party project partnering
scope for agreed project partnering team contract, with provisions for alliancing where
incentives and shared benefits. appropriate and with explanatory notes. This
document and the explanatory notes are for
Fundamental to partnering is that there is an general guidance. It is essential that further
integrated project process embracing design, legal and other professional advice is taken on
supply and construction. The question is the drafting of any partnering contract.
whether a form of partnering contract can
accommodate collaborative design
development and govern the inputs into the
design from the constructor - including key
specialists - before and after construction starts.
Critical to this is a system of supply-chain
partnering that affords an opportunity for key
specialists to sign up as full members of the
project partnering team.

So that control remains effective and does not

become too unwieldy, the project partnering
team can be guided by a core group of key
individuals (drawn from appropriate project
partnering team members). They provide an
early warning system for problems and meet
regularly to review progress. Taking trust and
accountability to the team as a whole as a
given, this core group will allow the team to
operate more effectively and be more fleet of
foot.

Risks and the cost of risks will always be key

issues in any project. These risks must not be
hidden or ignored in finalising contract terms
and an effective partnering contract needs a
clear system for reducing and managing risks
openly and fairly. An equivalent agreed system
is needed in advance to cover the cost and
BETTER FUTURE

time implications of changes.

A partnering contract should also recognise the

need for measuring performance against agreed
project-focused Key Performance Indicators
and encourage a commitment to continuous
improvement.
CONSTRUCTING A
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 14

MODEL HEADS OF TERMS EXPLANATORY NOTES

FOR A MULTI-PARTY NOTE 1

The Project Partnering Contract draws

PROJECT PARTNERING together the rights and responsibilities of all

members of the Project Partnering Team in a
single integrated document. It also governs

CONTRACT the partnering relationship from the earliest

point, as soon as a Constructor has been
selected and prior to development of
1. PROJECTS AND PARTNERING TEAM (NOTE 1) detailed designs and prices.

Not all of the listed Partnering Team

(A) Identification of (first) Project and, where partnering members will be relevant for every type of
relationship covers Strategic Alliancing, future Project, and on certain Projects more than
one role may be fulfilled by the same party.
Projects.
(B) Identification and roles in relation to (each) Project
of:- NOTE 2
If a key Specialist has not been identified in
• Client; time to sign the Project Partnering Contract,
• Building/Engineering Constructor (“Constructor”); it can sign a later Joining Agreement to
• Client Representative; become a party to the original Project
• Architect/Structural Engineer/Services Engineer/ Partnering Contract.
Quantity Surveyor/Planning
Supervisor/Environmental Consultant/other NOTE 3
consultants (“Consultants”); Need to consider:
- whether offers from prospective
• Certain Sub-Contractors/Suppliers/Sub-
Partnering Team members should be
Consultants (“Specialists”) (NOTE 2) invited on a competitive or non-
competitive basis;
(together the “Project Partnering Team”). - appropriate criteria for evaluation of
offers;
- what procedure should be adopted for
All Project Partnering Team members sign multi-party evaluating offers.
Project Partnering Contract. (NOTE 3)
NOTE 4
(C) Additional members can join Project Partnering The Client is free to engage its Client
Team by signing Joining Agreements. Representative and Consultants under
separate appointments, but these
(D) Partnering Team work in collaboration for benefit of appointments must not conflict with the
Project Partnering Contract.
Project.
Similarly, the Constructor can appoint
(E) Recognition of separate Client Representative and Specialists under separate Sub-Contracts, but
other Consultant Appointments and Specialist again these must not conflict with the Project
Partnering Contract.
Contracts but must not conflict with Partnering
Contract. (NOTE 4)
NOTE 5
The terms of the Charter need to be carefully
2. PARTNERING DOCUMENTS prepared. Even the provisions of a non-
binding Partnering Charter, which was
(A) Partnering Contract in place of Building/Engineering expressed not to affect the terms of a
Contract documenting all stages of (first) Project and Building Contract, might be taken into
account by an arbitrator or court in making a
(if Strategic Alliancing relationship) outlining decision concerning the opening up or
aspiration to undertake (and documenting all stages reviewing of a certificate under the Building
of ) future Projects. Contract.

(B) Other Partnering Documents include:

• Partnering Charter; (NOTE 5)

• Partnering Timetable;
15 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

• Client Brief setting out what the Client requires NOTE 6

Partnering documents will not be fully
from (each) Project;
developed at the point of entering into the
• Constructor’s Proposals for (each) Project; Project Partnering Contract, but should be
• Price Framework; fully developed by Partnering Team
• Key Performance Indicators; Members, and incorporated in a Project
Commencement Agreement (see Note 22)
• For (each) Project, set of further Project Partnering
before any Project commences on Site.
Documents developed in accordance with
Partnering Contract. (NOTE 6)
NOTE 7
The Core Group are individuals (employees
(C) All Partnering Documents complementary - duty of of certain Partnering Team members) who
Project Partnering Team members to warn of errors are central to implementation of the
or discrepancies as soon as possible, not to exploit partnering relationship. Partnering Team
these, and to resolve them constructively within the members should be notified of and entitled
to attend Core Group meetings if they wish.
Project Partnering Team.

3. COMMUNICATION AND ORGANISATION NOTE 8

It is not envisaged that other interested
parties should necessarily become Partnering
(A) Commitment to transparency and co-operative Team members but they may be invited to
exchange of information. attend certain workshops and other
partnering events in order to encourage their
contributions to the Project
(B) Communications framework and procedures.

(C) On (each) Project, Project Partnering Team establish

core group (the “Core Group”) to review
implementation of Partnering Contract. (NOTE 7)

(D) Meetings and chairing of Core Group, decisions of

Core Group by consensus.

(E) Limits on changes to individuals in Core Group.

(F) Early warning system requiring Project Partnering

Team members to notify each other as soon as aware
of any matter adversely affecting or threatening (any)
Project or that member’s performance under
Partnering Documents.

(G) Meetings of Project Partnering Team.

(H) Project Partnering Team seek to establish broader

involvement in partnering by other interested parties
including for example:-
• Funders
• Tenants
• Regulators
• Insurers
• Others as agreed (NOTE 8)

(I) In Strategic Alliancing relationship, Project

Partnering Team members inform each other of
relevant potential Projects.

(J) Secondments/office sharing/access to other Project

Partnering Team members’ computer networks/
databases etc - appropriate protocols required.
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 16

4. PARTNERING OBJECTIVES NOTE 9

If a duty of “good faith” is adopted as a
contractual obligation, it will apply to all
(A) Establishment, development and implementation of Partnering Team members.
partnering relationship in accordance with
Partnering Documents, in order to achieve for Issues in relation to a duty of good faith as
an operative contractual provision include
benefit of (each) Project and Project Partnering Team uncertainty, as it may be construed as being
members:- too vague to have any legal effect or as
• trust, dedication to common goals, understanding requiring parties to act in good faith in all
of each other’s expectations and values; (NOTE 9) matters. Good faith is an uncertain concept
in English law, which may or may not allow
• finalisation of designs for (each) Project and a party not to be strict in its application of
agreed prices for (each) Project and the supply contractual provisions (e.g. as to extensions
chain for (each) Project; of time).
• innovation, improved efficiency, cost
As an alternative, certain obligations could
effectiveness, reduction/ elimination of waste and be made specifically subject to duty of good
lean production; faith or an analogous but clearer duty (e.g.
• completion of (each) Project within agreed time an obligation to notify other Partnering Team
and price and to agreed quality; members of ambiguities in documents as
soon as possible and of potential problems
• measurable continuous improvement by reference and disputes as soon as they become
to targets described in 4(B); apparent).
• commitment to people including users, occupiers
and staff.
NOTE 10
The targets follow the categories of the
(B) Implementation of recommendations and pursuit of Construction Task Force targets, with the
targets identified by Construction Task Force July addition of quality and sustainability.
1998 Report “Rethinking Construction” namely:- Specific targets need to be identified and
reflected in the KPIs for each Project in all
relevant categories and such additional
Recommendations:- categories as may be agreed between
• product development; Partnering Team members.
• project implementation;
• partnering the supply chain; NOTE 11
• production of components; The Client Representative can be from any
professional discipline but should be
independent from the other Consultants and
Targets (as indicated in Key Performance Indicators): the Constructor, and should have experience
(NOTE 10) in management of an integrated
• reduced capital cost and whole life costs; design/supply/construction process.
• reduced time;
• reduced defects;
• reduced accidents;
• increased predictability;
• increased productivity;
• increased turnover and profit;
• improved quality;
• improved sustainability.

5. PROJECT MANAGEMENT

(A) Role and authority of Client Representative.

(NOTE 11)

(B) Framework and procedures for:-

• value engineering;
• value management;
• risk management.
17 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

(C) Proposals for partnering workshops by reference to NOTE 12

Need to consider:-
Partnering Timetable and production of Partnering
- the extent to which provisions should be
Charter. (NOTE 12) prescriptive in Partnering Contract as to
timing and structure of Partnering
(D) Role of Partnering Adviser. (NOTE 13) Workshops;
- provision for Partnering Workshops
involving the supply chain.
6. PARTNERING AND PROJECT TIMETABLES
NOTE 13
(A) Subject to satisfying agreed pre-conditions, (each) The new consultancy role of “Partnering
Project proceeds in stages indicated in Partnering Adviser” is an important resource in
Timetable. (NOTE 14) supporting the Partnering Team and the
partnering process. It is recognised that,
while written guidance can encourage
(B) Designs and prices developed and completed in adoption of the partnering process, practical
accordance with Partnering Timetable subject to support will be necessary from advisers with
consultation with Project Partnering Team members the requisite skills and experience. A
and final approval by Client. (NOTE 15) Partnering Adviser could be from any
construction profession, or even the legal
profession, and much will depend on the
(C) Supply chain partnering progressed by reference to skills and expertise of the individual rather
Partnering Timetable. than the organisation.

The Partnering Adviser can guide the

(D) Date of Possession and Date for Completion and selection and development of the Project
Project Timetable for execution of (each) Project on Partnering Team and prepare (on an even-
Site for Core Group agreement by reference to handed basis) the documents that record the
Partnering Timetable and final approval by Client. team’s commitments, procedures and
expectations, and will be available to advise
and assist the Partnering Team throughout
7. HEALTH AND SAFETY/SITE WELFARE the Project, including as a first port of call in
the event of problems or misunderstandings.
(A) Designation of CDM planning supervisor and
principal contractor. NOTE 14
It is important to establish the Partnering
(B) Project Partnering Team members committed to Timetable at the time of signing the Project
Partnering Contract, in order to govern the
reduce reportable accidents on (each) Project and to co-ordinated development of designs and
implementing appropriate site welfare measures on prices and supply chain partnering. By
(each) Project. comparison the Project Timetable can be
agreed between the team later, during the
period prior to commencement of the
8. DESIGN AND PROCESS DEVELOPMENT Project on Site.

(A) Identification of arrangements for design co-

NOTE 15
ordination, contributions to relevant aspects of Consultation is an essential part of the
design by each Partnering Team member and partnering process. The Partnering Contract
collaborative development of integrated should make clear that consultation shall be
design/supply/construction process. (NOTE 16) reasonable but without permitting a delay in
the Project or any necessary decision
affecting the Project.
(B) Framework and procedure for submission to Core
Group of reports on alternative solutions for
NOTE 16
integrated design/supply/construction process for
Need to consider:-
(each) Project. - extent of initial design undertaken by
Consultants with or without input from
(C) Framework and procedure for Partnering Team Constructor and Specialists, at what
stage of design the Constructor should
member input to integrated
become involved and at what stage the
design/supply/construction process (e.g. workshops Specialists should become involved;
at which alternative design proposals are presented). - which Partnering Team member should
be “lead designer” and co-ordinate
design input from others;
- role of Client Representative in design
development;
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 18

(D) Planning Supervisor involvement in design - Client’s input into design;

- whether alternative solutions should be
development. submitted to Core Group for evaluation;
- the point (if any) at which elements of
(E) Procedure if Client requires changes in brief and/or the design should be “frozen”;
design. - any contractual limitation on Client’s
right to instruct design
variations/changes. This would
(F) Agreed designs for (each) Project become Project significantly limit the Client’s contractual
Partnering Documents. rights, but if the design has been
developed in a collaborative way
involving the
9. INTELLECTUAL PROPERTY Client/Consultants/Constructor/Specialist
(and possibly others), it may be
(A) Patents; inconsistent with this approach for the
Client to change design simply by
instructing a variation/change.
(B) Copyright and licences.

10. SUPPLY CHAIN (NOTE 17) NOTE 17

Consider scope for market testing;
- Consider how prescriptive it is
(A) Project Partnering Team commitment to open-book possible/desirable to be as to forms of
selection of Specialists. Specialist Contract.

(B) Appointment of Specialists under partnering NOTE 18

relationships equivalent to that between other This denotes any part of the Project to be
Project Partnering Team members, subject to undertaken by the Constructor using its own
direct labour rather than Specialists.
Specialist demonstrating business case or otherwise
subject to tender against partnering criteria.

(C) Business case for Constructor direct labour packages.

(NOTE 18)

(D) Specialist tender/selection documents copied to

Client Representative and Core Group members
entitled to attend interviews and meetings.
Documents reflect maximum design input and
participation in integrated design/supply/
construction process.

(E) Certain Specialists sign Joining Agreements as and

when appointed.

(F) Tender/selection/appointment of all Specialists

subject to Client approval and reflects as far as
possible Project partnering relationships.

11. VOLUME SUPPLY AGREEMENTS

(A) Identity of relevant suppliers with whom

Client/Constructor/ other Project Partnering Team
members have volume supply agreements (“Volume
Supply Agreements”).

(B) Framework and procedure to adopt prices and terms

of Volume Supply Agreements under domestic
supply agreements subject to agreed profit forming
part of Agreed Maximum Price.
19 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

12. PRICES NOTE 19

If the Constructor is to make a substantial
contribution to the development of design, it
(A) Fee for Constructor’s pre-construction services in is important that the Client should agree an
development of integrated appropriate payment for this work,
design/supply/construction process. (NOTE 19) comparable to arrangements agreed with
Consultants.

(B) Prices for (each) Project developed and agreed in

accordance with Price Framework and other Partnering NOTE 20
Documents to establish Agreed Maximum Price. Profit denotes the Constructor’s gain from
the Project excluding central overheads, site
overheads and direct labour packages.
(C) Profit, (NOTE 20), Central Office Overheads and Site
Overheads for (each) Project as set out in/agreed
NOTE 21
pursuant to Price Framework. Need to consider:-
- how to define base line against which
(D) Elements of the price for (each) Project attributable savings are to be judged;
to the Constructor’s proposed Specialists developed - which cost overruns are shared in full or
in part or deducted to calculate “net”
in conjunction with relevant Specialists and form savings;
part of business case. - Possible list of items identified as risks
excluded from shared savings
(E) Core Group entitled to analyse all prices. arrangements.

(F) Where Client (advised by Core Group) satisfied that

prices represent value for money (as part of business
case), elements of price attributable to Direct Labour
Packages or Specialists can be negotiated rather than
market-tested.

(G) Where Client (advised by Core Group) not satisfied

that prices represent value for money, or where
Constructor prefers to market-test prices, then
framework and procedure for Constructor to market-
test prices proposed against comparable prospective
Specialists.

(H) All risk contingencies forming part of any price to be

specified.

(I) Full set of prices, when prepared by the Constructor

and approved by Client and Core Group, compiled
to comprise Project Price Framework giving rise to
Agreed Maximum Price.

(J) Project Price Framework becomes Project Partnering

Document.

13. INCENTIVES

(A) Core Group investigate potential for savings in cost

of completing (each) Project against Agreed
Maximum Price. (NOTE 21)

(B) Proposals for savings subject to approval of Client.

(C) Net savings shared between Project Partnering Team

members in proportions agreed by Core Group and
approved by Client.
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 20

(D) Links between payment and performance against NOTE 22

The Project Partnering Contract will be
KPIs.
executed at a very early stage in the
partnering relationship. It should allow for
(E) Other incentives. supplementary agreements to govern early
activities on site (a Pre-Possession
Agreement) and to govern full authority to
14. PRE-CONDITIONS TO START ON SITE commence the Project on site (a
Commencement Agreement) once sufficient
(A) Start of construction on Site of (each) Project by Specialists have been selected and sufficient
reference to Partnering Timetable subject to and designs and prices have been further
developed.
immediately following Core Group satisfaction and
Client approval as to:-
• sufficient progress in site surveys and
investigations;
• grant of satisfactory planning permission and
other pre-construction regulatory approvals;
• sufficient development of integrated
design/supply/ construction process;
• selection and full involvement of sufficient
Specialists;
• agreement of Project Price Framework and
Agreed Maximum Price;
• agreement of Date of Possession, Date for
Completion and Project Timetable;
• sufficient development of health and safety plan;
• demonstrated commitment to Key Performance
Indicators.

(B) Project Partnering Team members exercise

reasonable skill and care appropriate to their roles to
fulfil responsibilities under Partnering Contract
necessary to satisfy pre-conditions in 14 (A).

(C) Sign-off by Project Partnering Team to authorise

commencement of Project on Site. (NOTE 22)

15. PROJECT ON SITE

(A) Rights and responsibilities of Project Partnering

Team members in respect of:-
(i) Site possession and Project Timetable;
(ii) Project delivery according to Partnering
Documents;
(iii) Site access and security.

(B) Accountability for/and ownership of Project (work,

materials and equipment on/off site).

16. QUALITY

Project Partnering Team:-

(A) Commitment to quality;

(B) Agreement and implementation of Quality

Management System.
21 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

17. CHANGE NOTE 23

It is important to identify and deal with key
areas of risk openly and fairly. Different
(A) Project Change Procedures. Partnering Teams will agree and establish a
different balance of risk.
(B) Agreement of time/cost consequences, wherever
possible in advance. NOTE 24
Insurance requirements of a Project
18. RISK MANAGEMENT (NOTE 23) Partnering Contract could ideally be dealt
with by insurance of the Project as a whole,
in place of the individual policies taken out
Constructor management of risk on Site subject to agreed by Partnering Team members.
sharing and apportionment among Partnering Team
members of time and cost effects of, for example,:-
NOTE 25
The relationships established under a Project
(A) Design and process development; Partnering Contract should reduce the need
for performance bonds, parent company
guarantees and retention bonds. Partnering
(B) Ground risk;
Team members should examine closely
exactly what benefits are derived from these
(C) Third party consents/works; documents, and in particular whether the
risks can be covered more effectively by
other means for example latent
(D) Change of law/regulations;
defects/insolvency insurance.

(E) Weather;

(F) Inspections/tests;

(H) Site access;

(I) Client/third party interference;

(J) Terrorism;

(K) Interface between Specialists;

(L) Specialist under-performance/default/insolvency.

All Project Partnering Team members act in a responsible

way to minimise risk.

19. INSURANCE AND SECURITY

(A) Project and Site insurance;

(B) Third party liability insurance;

(C) Professional indemnity/product liability insurance;

(D) Environmental risk insurance;

(E) Latent defects insurance;

(F) Whole Project Insurance policy; (NOTE 24)

(G) Any Bonds and Guarantees. (NOTE 25)

 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 22

20. PAYMENT (NOTE 26) NOTE 26

Payment provisions will need to comply
with the Housing Grants Construction and
(A) Payment procedures; Regeneration Act 1996.

(B) Late payment.

NOTE 27
The construction industry’s current rejection
21. PROJECT COMPLETION AND WARRANTIES of the application of the Contracts (Rights of
Third Parties) Act 1999 leads Partnering
Team members to continue to rely on direct
(A) Project completion procedure; contractual warranties.

(B) Defects rectification;

NOTE 28
- Detailed guidance on KPIs is provided
(C) Constructor and Specialist warranties; (NOTE 27) by the Construction Best Practice
Programme;
(D) Third party warranties. - KPIs should apply to all Partnering Team
members;
- Need to consider extent to which, if at
22. KEY PERFORMANCE INDICATORS AND all, attainment of KPIs should carry
CONTINUOUS IMPROVEMENT (NOTE 28) financial benefits/deductions for
Constructor and other Partnering Team
members;
(A) Performance of Client/Constructor/Client - Need to consider whether possible or
Representative/Consultants/ Specialists kept under desirable to include other sanctions for
continual review by Core Group by reference to failure to attain KPIs.
mutually agreed realistic goals using Key
Performance Indicators.

(B) Project Partnering Team members committed to

continuous improvement including maximising
potential for innovation, improved efficiency and
reduction/elimination of waste using best value
methods.

(C) Criteria for continuous improvement set out in Key

Performance Indicators with such revisions as Core
Group may agree.

(D) Compliance with Key Performance Indicators subject

to milestone reviews at meetings of Core Group.

(E) Core Group meet after completion of (each) Project

to assess performance and review possible
improvements for future Projects.

23. JOINT INITIATIVES

(A) Project Partnering Team members identify and

pursue other initiatives consistent with objectives of
partnering relationship.

24. GENERAL

(A) Confidentiality as to private details of Project

Partnering Team members.

(B) Rights of assignment.

(C) Variations to Partnering Contract.

23 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

(D) Procedures for regulatory approvals. NOTE 29

- Need to consider extent to which right
to adjudicate can be excluded or
(E) Exclusion of creation of legal partnership. postponed pending other procedures
without risk of inadvertently
(F) Undertaking of Project Partnering Team members incorporating adjudication provisions of
Scheme for Construction Contracts into
comply with laws and regulations.
Partnering Contract;
- Particular problems arise where
25. TERMINATION Partnering Team wishes to involve those
who are not parties to the Partnering
Contract in the dispute resolution
(A) Termination by Client for unforeseen business process. If the Partnering Team wishes
reasons - subject to agreed compensation. to achieve this, it is suggested that the
Partnering Contract should give specific
(B) Termination of involvement of any Project powers to the adjudicator to consult
with third parties referred to in the
Partnering Team member for breach/insolvency - Partnering Contract before reaching a
subject to prior review by Core Group. decision;
- Dispute avoidance/resolution provisions
(C) Suspension/termination outside Project Partnering need to be mirrored in Specialist
appointments if and to the extent that
Team control. such Specialists are not parties to the
Partnering Contract.
(D) Consequences of termination.

(E) In Strategic Alliancing termination/variation as to

subsequent Projects for failure to meet Key
Performance Indicators.

26. PROBLEM SOLVING AND DISPUTE

AVOIDANCE/ RESOLUTION

(A) Project Partnering Team member gives written notice

to others as soon as aware of any dispute with any
other one or more Project Partnering Team members.

(B) Solutions proposed by affected Project Partnering

Team members within tight time limits and for
reference of dispute within short periods through
Dispute Resolution Hierarchy of increasingly senior
individuals representing parties involved.

(C) If dispute not resolved by individuals within

Dispute Resolution Hierarchy, then Core Group
(with affected Project Partnering Team members)
meets to seek appropriate solution.

(D) For any dispute still not resolved, then pre-

determined procedure for amicable resolution
through discussions and meetings with Partnering
Adviser or other facilitator/ mediator/conciliator or
by other agreed form of alternative dispute
resolution.

(E) Reference to adjudication of any dispute that cannot

be resolved by negotiation or alternative dispute
resolution. (NOTE 29)

(F) Reference to courts/arbitration for any dispute that

cannot be resolved by adjudication.
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 24

GLOSSARY OF TERMS
Alliancing Used by the Construction Task Force to describe long-term
partnership relationships either informal or formal through, for
example a framework agreement.

Construction Best CBPP is jointly supported by the Department of the Environment,

Practice Programme Transport and the Regions and the Construction Industry Board. It
publicises and supports the use of improved business and
management practices for the UK construction industry. See
www.cbpp.org.uk

Construction Task Body set up by the Government under the chairmanship of Sir
Force John Egan to explore ways to improve the quality and efficiency of
UK construction. The output of the task force was the report
Rethinking Construction. See www.construction.detr.gov.uk.

Construction Task Targets set out in Rethinking Construction for optimising

Force Targets efficiency, reducing both the cost and time of construction,
reducing defects and site accidents while in parallel improving
quality and increasing productivity, profitability and predictability.

Core Group The individuals representing key Project Partnering Team members
identified in accordance with the Project Partnering Contract.

Egan Industry shorthand for Rethinking Construction and the work of

the Construction Task Force chaired by Sir John Egan.

Facilitator An external consultant engaged after the Project Partnering Team

has been formed to run team-building workshops at key stages in
the partnering process.

Knowledge Exchange The industry’s on-line resource for understanding the work of the
M4I (see below) demonstration projects and learning more about
their achievements. See www.m4i.org.uk.

KPIs Key Performance Indicators are the nationally agreed indicators

used to measure performance against industry averages. M4I (see
below) and the Construction Best Practice Programme have
published national KPIs. See www.cbpp.org.uk

Lean Construction Managing and improving the construction process to maximise

profitability while best matching the customer’s needs and
eliminating waste. Phrases used in connection with lean
construction include “just in time”, “right-first-time” and “zero
defects”.
25 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

M4I The Movement for Innovation - a Government sponsored industry

organisation aimed at promoting and spreading innovation
throughout the construction industry. Central to its task is the
recording and dissemination of information on demonstration
projects where the benefits of innovations are made open to all.
See www.m4i.org.uk.

Partnering Adviser Appointed early in the partnering process to assist in the smooth
running of the partnering process. It is imperative that the
partnering adviser is independent of the client’s representative.
See main text.

Partnering Team The client (and/or users), consultants, the constructor, key
specialists, and any others appointed to the project.

Project Completion Completion of the project in accordance with the partnering

documents including rectification of any defects to the agreed
standards necessary for the client to use and occupy the project.

Problem Resolution The agreed procedure for the resolution of differences by

Hierarchy reference to increasingly senior individuals within strict time
limits.

Project Team A structured management approach based on a non-adversarial

Partnering team with a client (and/or users), consultants, constructor, key
specialists working as a team, operating as a “virtual company”,
acting co-operatively and making corporate decisions, in a blame-
free environment of trust and openness.

Respect for People An industry initiative aimed at getting the best out of people by
motivating, rewarding and being considerate. It encompasses non-
discrimination including the issues of ethnicity, gender, disability,
welfare, health and safety, training, staff development, recruitment
and retention. See www.construction.detr.gov.uk

Specialist Any party providing works or services or supplies of goods,

materials or equipment or forming part of the project.

Sustainability A term used in describing the environmental impact of the project.

A sustainable project avoids waste by better planning and
management, uses renewable or recyclable materials, minimises
generated energy use and minimises any negative social impact.
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 26

BIBLIOGRAPHY OF
RELATED WEB SITES

Construction Industry Council www.cic.org.uk

The Knowledge Exchange www.rethinkingconstruction.org

(portal with links to most
related web sites)

Movement for Innovation (M4I) www.m4i.org.uk.

Construction Best Practice www.cbpp.org.uk

Programme (CBPP)

Change the Face of Construction www.change-construction.org.uk

Construction Industry Board www.ciboard.org.uk

Rethinking Construction report www.construction.detr.gov.uk

We want feedback from you.

This is just the beginning for this guide. It is intended to be a live

document responding over time to the developments in the industry,
the experience of practitioners of project team partnering and the
needs of all those who engage or wish to engage in the process.

To help in this process we invite contributions from anyone who

wishes to share their views on how this document can be improved.
Whatever your view, it may be a useful web site, book or article, it
may be a practical experience that you do not feel this guide covers
adequately. It may be you have specialist knowledge.

We want this guide to be both useful and relevant, so please send

your comments to:

[email protected]
27 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

QUALITY EVALUATION FORM

To the following model, the client should add or delete questions as appropriate for the client’s specific
situation. It is suggested that the weights and values assigned be on the same scale as those used for
interviewing short-listed firms, which the client will do later.

Highest number = most value

Rating column = 1-5 points
Weight column = 1-10 points

Form QBS2, in the publication referred to on page 10, is provided for the person in charge of the selection
committee to summarise the results of the process, narrow the number of firms that submitted statements
down to the number desired for a short list (firms to be interviewed).

QUALITY EVALUATION

Client _____________________________________________________________________________________
Contact Person _____________________________________________________________________________
Project Description__________________________________________________________________________
Consultant ________________________________________________________Evaluation ID No _________
Address ___________________________________________________________________________________
Town ___________________________________________Country __________Postcode_________________
Telephone ( _______ ) _____________________________Facsimile ( _______) ________________________
Rating Weight
(1-5) x (1-10) = Total
1. Firm’s history and resource capability to perform required service x =
2. Evaluation of assigned personnel x =
3. Related experience (as appropriate):
a. Design service x =
b. Technical documentation x =
c. Contract administration x =
d. Studies x =
e. Other x =
4. Project methodology x =
5. Approach to quality management x =
6. Familiarity with local area geography and facilities x =
7. Ability to relate to project requirements x =
8. Analysis of subjective statements (one page) applicable to the
project as required on the request for qualifications x =
9. Reference check (evaluation transfer from reference check form) x =
GRAND TOTAL_______

Reviewer Name______________________________________________________________________________

Reviewer Number____________________________________________________________________________
 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 28

PARTNERING PROCESS PLAN OF ACTION

TYPICAL PARTNERING PROCESS PLAN OF ACTION AND

RECORD OF ACTION TAKEN

For, say, a typical £5million office project

Planned Actual
Activity Nos. of Duration Time No. of Duration Dates
Participants Hours Month Participants
Ref
Initial Partnering Workshop
Establish Mission Statement
Define Project Objectives 30 8 -6
Define Partnering Champions

Initial Core Team Building Day 30 10 -5

Partnering Workshop
Subs Services, Superstructure, Client 25 10 -2
Team Building

Partnering Workshop
Services Finishes 25 10 +4
Client Team Building

Creativity Workshops Breakfasts:

(i) Subs & underground services 18 4 -5 Key: - = before start on site date
(ii) Suppliers & Cladding 12 4 -4 + = after start date
(iii) Services Interface 15 4 -4
(iv) Services Interface 15 4 -2
(v) Services Interface 15 4 +1
(vi) Security & Controls 12 4 +3
(vii)Finish Interior & Exterior 15 4 +5 Monitoring the commitment of time of
participants to the Partnering Process
Site Benchmarking Partnering 20 6 1
is fundamental to its success.
Workshop Breakfast Lunch
Site Benchmarking Review of 12 3 +1
The Client or his representative must
Performance. Every 2 months -
ensure that the Partnering Process is
breakfast 12 3 +3
being actioned.
Budget ) 12 3 +5
Time ) 12 3 +7
Quality ) Review 12 3 +9 The Partnering Champions Role
Safety ) 12 3 +11 The defined partnering champions
Relationships ) 12 3 established at the initial partnering
Environment ) workshop must monitor commitment
of the partnering ethos by all those
Bonus Benefit Sharing involved. See example of Participants.
8 4 -3
Senior Partnering Champions “ “ 0 Document to be monitored by Project
Review of Current Performance “ “ +3 Manager or similar of recording the
& Future Risk Strategy ” “ +6 activities processed and recording the
Relationship Working Lunch “ “ +9 positive added value and innovation
Every 3 Months created by the Team for future
reference to further improve the
Evening Bonding Events process for future projects.
Cricket ) Variable to 25 4 -3
Ten Pin Bowling ) be organised “ “ 1 Note: Assuming 6 months lead in
Rounders ) by varying “ “ +14 prior to start on site and 12 month
Go Carting ) members “ “ contract duration of the works.
Racing ) of the Team “ “
5 a side Soccer ) “ “

End of Project Review for future 30 8

continual improvement