by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Dec Jan 2013
www.aipm.com.au Project Manager 23 Clients' key concerns are conveyed to contractors at start-up workshops, relationships and communication frameworks are established prior to work commencing, and regular evaluation and monitoring meetings provide for ums for proactive problem solving and continuous improvement. Bene ts include increased safety, an environmentally responsible and breach-free project, delivery on time and on budget, no surprises for the client (which Watts notes that clients do notice), and improved reputations and skills for all involved in the project. " e bene ts come from aligning goals founded on cooperation and evaluation, with a demonstrated reduction in disputes," says Watt. "I was a sceptic at the start, but there can be improved relationships with contractors." Find out more about GC21 and working cooperatively: www.nswprocurement.com.au ( CONTRACTING RELATIONSHIPS Key differences between NSW Public Works' previous contract form and the new relationship-building GC21 include: • The role of a supposedly independent 'superintendent' has been eliminated and replaced by two 'senior executives' , who are contractually responsible for the health of the relationship. • Relationship-building elements are built into contracts. • The introduction of a methodology for reviewing and regularly measuring the health of the working relationship. THE BENEFITS COME FROM ALIGNING GOALS FOUNDED ON COOPERATION AND EVALUATION, WITH A DEMONSTRATED REDUCTION IN DISPUTES
Project Manager Oct Nov 2012
Project Manager Feb Mar 2013