How a project alliance influences project performance compared to traditional project practice – Findings from a case study in the Norwegian oil and gas industry

Abstract

Practitioners and researchers have turned their attention toward collaborative arrangements and new Collaborative Project Delivery Models (CPDMs). In this paper we present findings from a study focusing on the impact of a project alliance on project performance, as an example of a CPDM compared to traditional project practice. Findings are based on a case study where empirical data has been collected by carrying out semi-structured interviews with thirteen professionals within the Norwegian oil and gas industry. A main finding is that a project alliance contributes to better project performance by promoting a better working relationship between the partners compared to traditional projects. This result is achieved through closer cooperation, shorter decision paths, transparent partners, and an overall alliance culture tailored around collaboration. It is challenging to discover areas where the investigated project alliance has not been performing as expected, or has performed worse than traditional projects. Findings also show some barriers related to the co-location and the interfaces between the companies, the project alliance, and the partner organizations. Conclusions drawn should be of interest to both researchers and practitioners contemplating to shift from a traditional project practice to a more collaborative one.