2. Why build collaboration stakeholder relationships?
DELIVERED
PROJECT
SUCCESS
NON-HIERARCHICAL
PARTICIPATION OF
PROJECT STAKEHOLDERS
ALL
PARTICIPANTS ARE
INVOLVED LEADING TO
A ‘BEST-CASE’ WIN
FOR THE PROJECT
SCENARIO
INFORMATION
SHARING LEADING
TO EARLY
IDENTIFICATION
OF PROJECT
ISSUES
PROJECT
PROGRESS
%
PROJECT TIMEFRAME
SENSE OF
PURPOSE
AND OWNERSHIP
OF THE ISSUES
Petrofac – Stakeholder Collaboration in Project Delivery
5. Time out
• stakeholder collaboration can help to achieve the desired project outcomes
• all stakeholders need to be involved in the collaboration process
• the history of individual stakeholder interactions must be understood before
a collaborative environment can be achieved
• it is human nature that individual stakeholders will come to the process with
their own preferred outcomes
• reaching consensus on the project direction is a cornerstone to the
collaborative process
Petrofac – Stakeholder Collaboration in Project Delivery
6. Project Owner Frustrations
• lack of trust
• silo organisation
• accountability and commitment
• lack of leadership
• ‘them and us’ mentality
• culture of delay
• overpromising
• process and procedural led approach
• change management
Petrofac – Stakeholder Collaboration in Project Delivery
7. Supply Chain Frustrations
• unrealistic timelines for project delivery
• relationship should be based on transparency and trust
• lack of credible leadership from customer organisations
• culture of blame towards contractors
• lack of trust from project owner (customer man marking)
• unwillingness to adopt a one team approval
• contractual requirements have a negative impact on delivery
• lack of commitment and alignment between project stakeholder
Petrofac – Stakeholder Collaboration in Project Delivery
8. Conclusion
Question –
Is collaboration a key
to project delivery?
1
UNIFIED
PROJECT GOALS
LEADERSHIP
AND
CULTURE
2
ACCELERATED
PROJECT DELIVERY
TRUST
3
INITIAL
PROJECT DESIRED
OUTCOMES
ACHIEVED
PARTICIPATION
AND
COMMITMENT
Petrofac – Stakeholder Collaboration in Project Delivery
9. Commonality in collaborative project delivery blockers
LEADERSHIP
TRUST
PARTICIPATION
AND
COMMITMENT
CULTURE
PROJECT OWNER
• lack of trust
• silo organisation
• accountability and commitment
• lack of leadership
• ‘them and us’ mentality
• culture of delay
• overpromising
• process and procedural
led approach
• change management
SUPPLY CHAIN
• unrealistic timelines for
project delivery
• relationship should be based
on transparency and trust
• lack of credible leadership from
customer organisations
• culture of blame towards
contractors
• lack of trust from project owner
(customer man marking)
• unwillingness to adopt a one
team approval
• contractual requirements have
a negative impact on delivery
• lack of commitment and
alignment between project
stakeholder
Petrofac – Stakeholder Collaboration in Project Delivery
10. The project collaborative variables
1
LEADERSHIP
• bringing all stakeholders to the table, using interpersonal communication skills
• promotes the principles of collaboration during time of conflict
• seeks to find best outcome for the project
2
TRUST BUILDING
• better chance of quick, fair and often inspired resolution
• historical differences have to be forgotten
• realise that this is a time consuming process that delivers over the long-term
3
STAKEHOLDER PARTICIPATION AND COMMITMENT
• can either facilitate or discourage collaboration
• all stakeholders to be involved
• removal of a ‘master and servant’ relationship
4
CULTURE
• underpins the principle of collaboration
• a balance between trust and control
• no blame culture
Petrofac – Stakeholder Collaboration in Project Delivery