Over the fifteen or so years, firms have been seeking to create new relationships between owners, contractors and subcontractors. The incentive to change is to improve the efficiency of project development, reduce costs and project duration, and to reduce or remove adversarial attitudes. This paper will describe how a contractor and owner developed and implemented a partnering agreement towards the successful management of a major urban freeway maintenance contract. This paper will specifically introduce and discuss the tools that are used to manage the parterning: project overview documents which include the project goal, objectives, risks and assumptions and success factors; issue/problem resolution mechanism; performance measurement/evaluation tool to monitor and evaluate partners performance; project charter that clarified the scope of work and common goals and objectives. This paper concludes with specific recommendations on how to establish and sustain healthy partnering in the delivery of similar projects. (Author/publisher)
Abstract