About Us
Overview
PCI is acknowledged in Australia and globally as a leading advisor, facilitator and coach for the establishment and delivery of alliances and other forms of collaborative contracts for complex projects and programs.
PCI Publications
PCI Publications
Copyright and intellectual property rights in these publications belong to the authors. Readers are free to download and distribute copies of our papers in pdf format or in hardcopy provided the entire paper, including this notice, is distributed. Readers are free to use material from this paper provided they acknowledge this paper as the source of that material.
WHY WE NEED ALLIANCING FOR HOSPITAL INFRASTRUCTURE
In this paper, Dr Holly Dinh poses the question of why Australia, having had three decades of alliance-contracting expertise, honed on major roads, rail and water projects — is still building major hospitals through traditional procurement prone to cost blowouts and delays. BC's Cowichan Replacement Hospital, nearing completion under an alliance model, and WA's Royal Perth and Mandurah hospital alliances suggest a better path. With proven horizontal-infrastructure success and traditional hospital builds routinely running over budget, isn't it time we extended alliancing to hospitals too?
AN OVERVIEW OF COLLABORATIVE CONTRACTING
In this paper Jim Ross, Jim Dingwall and Dr Holly Dinh draw on their experience with complex procurements around the globe, with special focus on collaborative contracting in Australia, and explore four interrelated ‘dimensions’ that influence how people behave in contractual relationships.
D&C WITHOUT TEARS:
SMART COLLABORATION IN RISK-TRANSFER CONTRACTS
In this paper, PCI draws on their experience and a real case study to explain how parties to a risk-transfer or “hard money” contract can cooperate effectively even though their enterprise encounters challenges which will cause one party to ‘win’ at the other’s expense. This paper outlines a range of measures to establish and maintain an environment of ‘smart collaboration’ in such agreements. If such collaboration can be achieved then risk-transfer without tears is a possibility.
INTRODUCTION TO PROJECT ALLIANCING
This is the final update in the legendary suite of papers by Jim Ross. Those papers set out to explain what project alliancing is and how it works in practice, give insights into the factors that drive the kind of success that has been achieved on alliance projects and dispel some of the more common myths about project alliancing.
ECI: A PRACTICAL OVERVIEW
Early Contractor Involvement (ECI) has gained momentum since its first Australian application in Queensland in 2005 and it is clear from discussions with industry participants that this form of contract demonstrates the continued influence of collaboration on infrastructure delivery models. This article shares the experience of ECI pioneers in Australia, the Queensland Department of Transport and MainRoads (TMR), as well as insights from PCI Founder, Jim Ross (one of the ‘fathers’ of alliancing and collaboration).
HOW COLLABORATIVE CONTRACTING CAN TRANSFORM IT PROJECTS
Research by Oxford University shows that large projects often overshoot their budgets – particularly in the world of IT. A deeper examination of these projects shows that, in most cases, a large part of the problem is that the objectives of the contracting parties do not line up, creating perverse incentives that limit contract performance. In this paper, PCI unpacks how collaborative contracts can offer a solution to this problem by aligning the commercial interests of the parties and creating the conditions for improved performance.
ALLIANCING - THE ULTIMATE IN COLLABORATIVE CONTRACTING
Many forms of contract constrain collaboration between buyer and seller because they enshrine a win/lose relationship rather than aligning the parties’ interests. This short article outlines the principles that enable true collaboration in contractual relationships, focusing on alliancing as the ultimate form of collaborative contracts.
EMBRACING COLLABORATIVE CONTRACTING
IN RESOURCE PROJECTS
The purpose this article is to challenge the traditional contracting models that have been used to deliver many of the major Australian resources projects over the past two decades, of which most have experienced significant cost overruns, schedule overruns or quality, ramp-up or on-going operability issues. This article contends that the major project landscape within the Australian resources industry is ripe for ‘disruption’ but that will require a paradigm shift by project owners and contractors in their attitude and approach to the allocation of risk and reward.