Project alliancing vs project partnering: a case study of the Australian National Museum Project

Abstract

Significant differences between project partnering and project alliancing occur in the selection process, management structure of the organisations undertaking the project and nature of risk and reward incentives. This paper helps clarify the nature of project alliancing and how alliance member organisations were selected for this case study. A core issue that differentiates between the two approaches is that in partnering, partners may reap rewards at the expense of other partners. In alliancing each alliance member places their profit margin and reward structure “at risk”. Thus in alliancing, the entire alliance entity either benefits together or not all. This fundamentally changes the motivation and dynamics of the relationship between alliance members.

Citation

Walker, D.H.T., Hampson, K. and Peters, R. (2002), "Project alliancing vs project partnering: a case study of the Australian National Museum Project", Supply Chain Management, Vol. 7 No. 2, pp. 83-91. https://doi.org/10.1108/13598540210425830