Download Collaborative project procurement arrangements by Beverley M. Lloyd-Walker PhD, Derek H.T. Walker PhD MSc PDF

By Beverley M. Lloyd-Walker PhD, Derek H.T. Walker PhD MSc

Huge initiatives, specially within the development and infrastructure sectors, contain collaborations of many differing types, resembling built-own-operate, public-private partnership, or aggressive discussion. This monograph information the authors’ examine at the different types of collaborative tasks. The learn undertaken for this ebook responds to the necessity for a taxonomy of relationship-based procurement techniques, a specific form of undertaking alliancing short of standardization. ideas are made in accordance with interviews with 36 material specialists from numerous international locations, in addition to an intensive literature assessment

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The service-dominated logic (SD-Logic) perspective was proposed by Vargo and Lusch (2004; 2008) as an inevitable new form gaining competitive advantage and delivering superior value through co-creation of value. They argue that value can only be truly delivered when the receiving party and delivering party engage in a genuine dialogue about expectations and desired outcomes in a way that both parties understand each other’s value proposition, in an environment in which concepts and concrete examples of value can be mutually explored.

It would be in the interests of project owners, PMI members, project management (PM) academics and practitioners to have a better understanding of this emerging trend. PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (PMI, 2008) currently has gaps in its coverage of collaborative project procurement arrangements, even though we have known for several decades that they have been shown to be an effective way to deliver better value for money than do many more traditional project procurement approaches (Egan, 1998; Latham, 1994).

A wider set of opportunities can emerge by providing access to insights, feelings, emotions, as well as technical data and explicit information. R stands for Risk assessment. This moves beyond what may go wrong but includes understanding perceptions of harm and ramifications for actions whose unintended consequences can cause harm. Finally, T stands for Transparency. This complements dialogue and risk assessment when open communication and true access to understanding is provided. By probing value propositions openly, transparency of assumption, expectation, and capacity to deliver can be delivered.

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