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Alliance Contracting |
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Price: 3950 £
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“An Alliance is a relationship based contracting strategy that links contractual & relationship development together with reward, setting up a framework that enables greater success if teams work effectively as one.”
This comprehensive 2 day course provides an examination of the use & benefits of an Alliance as a Relationship Based Contracting Strategy.
Participants will determine when it is most appropriate to use an Alliance contract, how to select partners, establish the Alliance, understand key risk management factors & ensure momentum to achieve successful results that can be maintained for ongoing contract lifecycle management |
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Course Objectives |
Key Learning Outcomes
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Understand core principles, features and critical success factors of Alliance contracts
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Examine and benchmark against various best practice Alliances
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Why Alliancing? When and when not to choose an Alliance
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Linking Alliance contracting to business objectives
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Plan and manage a selection process for Alliance participants
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Examine key risk management, accountability, insurance, liability, cultural and performance management factors
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Develop a best practice framework for establishing and managing an Alliance
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Understand and manage key issues arising from Alliances and the paradigm shift
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Examine critical communication and negotiation factors to ensure trust and respect
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Establish and maintain a positive win-win Alliance culture during the life of the project to deliver better results and greater certainty of outcomes
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About the Course |
Alliancing has become the “flavour of the month” leading to an increasing number of capital projects and supply/ service delivery arrangements being executed as Alliances. An Alliance is a relationship based contracting strategy that links contractual and relationship development together with reward and as such sets up a framework that enables greater success if teams work effectively as one.
The use of Alliancing has provided some successful outcomes for ventures across a number of industries. Difficulties arise however with using this type of strategy either for a workscope that does not lend itself to an Alliance or the Alliance itself is set up inappropriately.
This course will guide participants through an “A to Z” of Alliancing, commencing with clarity of what an Alliance actually is and how they work, including key risk management, accountability and cultural factors. Front end planning is crucial for any workscope, Alliancing being no exception. Participants will work though a comprehensive planning process for a client or owner considering running an Alliance that includes how to ensure that the right contracting strategy is chosen, how to set up a selection process to attract the right proponents for a job and how to select the most appropriate partners.
The owner and the contractor must be able to work together as “Alliance Participants” to establish the Alliance and a section of the course will be devoted to what framework, structure and processes need to be put in place for this to be done most effectively. The course will end with a review of what processes and systems need to be put into place to ensure the Alliance achieves success beyond what would normally be expected
Who Should Attend
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Course Outlines |
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Course Details
Course Registration: 8:15am
Course Commencement: 8:30am
Course Conclusion: 5:00pm
Break Times:
Customised to suit participant requirements
Explanation of Timings:
These times act as a guide and may modify slightly depending on the depth of interactive class discussion and whether assessments are being conducted
Course Program:
This program is a guide and may alter to better address participant requirements on a consensus basis
This course is interactive, and will examine case examples throughout
Alliancing - Relationship Based Contracting
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What is relationship based / Alliance contracting?
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Alliancing – definition and types, including;
> PPPs
> Aligning with government
> Pure and competitive Alliances
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Alliancing history and best/worst practice case studies
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Why choose an Alliance contracting method over traditional means?
> Examining the benefits of to clients/ owners, contractors and consultants
Contracting Strategy Selection
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Defining the workscope (client/ owner) drivers and requirements
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Defining stakeholder drivers and requirements - balancing cost and compensation
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Understanding the risk pricing variance between standard contracts and Alliance contracts
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Defining the workscope
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Cultural factors
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Legal factors
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Insurance and liability considerations
Contracting Strategy Selection Continued
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Choosing the right contracting strategy to deliver the outcomes required
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Engaging the key support team (Alliance Facilitator, Legal, Probity and Regulatory)
Alliance Selection Process Development
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Examining types of selection processes
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Choosing the optimal selection process
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Resources required during the selection process
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Role of senior executives and evaluation teams
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Establishing the Alliance
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Examining various commercial Alliance models
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Reviewing organisational structure options
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Matching the alliance contract model to business objectives
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Establishing mutual expectations
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Selecting and structuring your Alliance team - who are the right and wrong partners?
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Leadership development to optimise team performance
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Developing systems and processes for the Alliance, including:
> KPI’s and objective linked incentives
> Non-remunerated KPI’s
> Risk management
> Project risk boundaries and managing change of scope
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Alliance management plans
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Risk management
Achieving Successful Alliance Outcomes
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Examining and developing a model for achieving a successful Alliance
> People – a well structured project team and reporting lines
> Systems
> Interfaces
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Challenges and pitfalls with Alliance execution and how to overcome them
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Working with stakeholders, subcontractors and consultants
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The Paradigm shift - key communication and negotiation principles to utilise for a successful Alliance
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Communicating Alliancing benefits of key differentiating factors such as;
> risk pricing variance
> how scope changes are addressed
> cost and non-cost remuneration
> translating objectives to Alliance partners
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Establishing clear lines of escalation
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Developing a win-win trust relationship with Alliance partners
Examining Select Best Practice Alliancing Case Studies
Wrap up, Questions and Evaluation
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About the Course Director |
John Raynor
John’s passion is helping business owners and their teams achieve success and balance in their business and personal lives through effective relationships at work and home. As a founding partner of RQE Group he is regarded as a specialist in the field of Executive Coaching, working with SME owners and business managers to grow the value of their business and achieve the success they want.
John’s professional career to date spans 27 years and has encompassed roles in business planning, consulting and coaching primarily with SME’s and in the heavy industry and infrastructure sectors working with Owners and Contractors such as Shell, Woodside, Chevron, BHP, Alcoa, Iluka and Leightons.
Earlier in John’s career he developed specialist skills in sales and marketing, training and development, corporate planning and facilitating teams and groups.
During the past 10 years, John has held a senior role with an independent management consulting firm, SRD Consulting. John’s work with SRD has seen him help clients re-position and transform their companies through technologies such as strategic and scenario planning.
In addition, he has extensive experience in developing and implementing relationship contracting strategies such as Alliancing and has supported the delivery of significant capital projects in Australia and overseas as a specialized facilitator of selected Value Improvement Practices including: Risk and Opportunity Analysis, Lessons Learned, Opportunity Framing and Value Engineering.
As a specialist business coach, John has worked across a range of industries, disciplines and cultures – both corporate and geographic. |
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