ABSTRACT
As a project becomes more complex the need for strategic partnering increases. A partnership can go under many different titles; alliances, joint ventures, strategic partnering arrangements. In essence, they all amount to the same thing an agreement to work together to get the best outcomes for all key stakeholders. Most experienced project managers, whether working with traditional or non-traditional contracts, value relationship management as one of their prime skill sets. The contractor is engaged to manage the design development as well as the implementation of the project. Partnering can take place within the most traditional of procurement systems. One of the major criticisms is that fixed price procurement systems invite an inherently confrontational approach over disputes. Whatever procurement system is chosen or imposed, complex projects must have partners for peace if they are to succeed. The judgement of corporate or project success is increasingly seen as a function of financial, environmental and social performance.
