TY - JOUR
T1 - Value creation dynamics in a project alliance
AU - Pargar, Farzad
AU - Kujala, Jaakko
AU - Aaltonen, Kirsi
AU - Ruutu, Sampsa
N1 - Funding Information:
The authors gratefully thank the anonymous reviewers for their constructive remarks. We also thank participants at the 2018 System Dynamics conference for their comments and suggestions.
Publisher Copyright:
© 2019 Elsevier Ltd, APM and IPMA
Copyright:
Copyright 2019 Elsevier B.V., All rights reserved.
PY - 2019/7/1
Y1 - 2019/7/1
N2 - Project alliance requires all parties to work together in good faith, share project risks, and make unanimous decisions for the betterment of the project. A key feature of successful implementation of a project alliance is a focus on value creation and value for money. This paper proposes a qualitative system dynamics model to specify and explain dynamics of value creation processes in the context of project alliance. By synthesizing the existing literature and reports on project alliancing, this paper identifies four processes that have a strong influence on the value created in the project alliance context: work progression, rework, redesign and innovation, and rescheduling. In addition, we show how these value creation processes are interrelated and evolve over time. The effectiveness of these processes is influenced by the capability and motivation of the project alliance partners to discover works that do not fully utilize the available resources, and make quick decisions to capture these benefits.
AB - Project alliance requires all parties to work together in good faith, share project risks, and make unanimous decisions for the betterment of the project. A key feature of successful implementation of a project alliance is a focus on value creation and value for money. This paper proposes a qualitative system dynamics model to specify and explain dynamics of value creation processes in the context of project alliance. By synthesizing the existing literature and reports on project alliancing, this paper identifies four processes that have a strong influence on the value created in the project alliance context: work progression, rework, redesign and innovation, and rescheduling. In addition, we show how these value creation processes are interrelated and evolve over time. The effectiveness of these processes is influenced by the capability and motivation of the project alliance partners to discover works that do not fully utilize the available resources, and make quick decisions to capture these benefits.
KW - Project alliance
KW - Redesign and innovation
KW - Rescheduling
KW - Rework
KW - System dynamics
KW - Value creation
UR - http://www.scopus.com/inward/record.url?scp=85059930145&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2018.12.006
DO - 10.1016/j.ijproman.2018.12.006
M3 - Article
AN - SCOPUS:85059930145
SN - 0263-7863
VL - 37
SP - 716
EP - 730
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 5
ER -