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Arditi, D, Elhassan, A and Toklu, Y C (2002) Constructability Analysis in the Design Firm. Journal of Construction Engineering and Management, 128(02), 117–26.

Battikha, M G (2002) QUALICON: Computer-Based System for Construction Quality Management. Journal of Construction Engineering and Management, 128(02), 164–73.

Fredericks, T, Abudayyeh, O, Palmquist, M and Torres, H N (2002) Mechanical Contracting Safety Issues. Journal of Construction Engineering and Management, 128(02), 186–93.

Glagola, C R and Sheedy, W M (2002) Partnering on Defense Contracts. Journal of Construction Engineering and Management, 128(02), 127–38.

  • Type: Journal Article
  • Keywords: Contractors; Private sector; Partnerships; Construction management; Government; construction industry; contracts; civil engineering;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2002)128:2(127)
  • Abstract:
    Contracting on government construction projects has historically been structured and adversarial. The decade of the 1990s saw the advent of a new attitude in government contracting that emulated success stories from the private sector. After witnessing several high-profile success stories such as constructing the Atlanta Olympic Park, the government embraced the concept of partnering as a primary method of contract administration. The private sector consistently demonstrated an ability to contract for services while realizing a marked decrease in claims and litigation costs with partnering. Their success was founded in the building of trust within the project team by creating a common bond between previously dissociated parties. This was achieved through developing a mutual understanding of the other parties’ interests and goals in the project while maintaining a team focus on the ultimate goal of a successful project. The government espied partnering as a way to improve its relationships with contractors and reduce the volume of litigation that seemed to only be increasing in the industry. The government began a paradigm shift by instilling a new attitude of openness and communication with contractors as well as implementing several broad contract administration changes. This paper examines the process of partnering, its key elements and core competencies, and how various agencies apply these principles in their construction management. The paper further researches stakeholder goals and important issues when entering into a partnering relationship on government contracts and what barriers are perceived that preclude the process from working as effectively as possible.

Gomar, J E, Haas, C T and Morton, D P (2002) Assignment and Allocation Optimization of Partially Multiskilled Workforce. Journal of Construction Engineering and Management, 128(02), 103–9.

Hajjar, D and AbouRizk, S M (2002) Unified Modeling Methodology for Construction Simulation. Journal of Construction Engineering and Management, 128(02), 174–85.

Kumaraswamy, M M and Morris, D A (2002) Build-Operate-Transfer-Type Procurement in Asian Megaprojects. Journal of Construction Engineering and Management, 128(02), 93–102.

Kwak, Y H (2002) Analyzing Asian Infrastructure Development Privatization Market. Journal of Construction Engineering and Management, 128(02), 110–6.

Que, B C (2002) Incorporating Practicability into Genetic Algorithm-Based Time-Cost Optimization. Journal of Construction Engineering and Management, 128(02), 139–43.

Thomas, H R, Horman, M J, de Souza, U E L and ZavÅ™ski, I (2002) Reducing variability to improve performance as a lean construction principle. Journal of Construction Engineering and Management, 128(02), 144–54.

Zhang, X Q, Kumaraswamy, M M, Zheng, W and Palaneeswaran, E (2002) Concessionaire Selection for Build-Operate-Transfer Tunnel Projects in Hong Kong. Journal of Construction Engineering and Management, 128(02), 155–63.