Key finding 9: Project delivery - Owner resources

The number of Owner resources provided to the alliances varied.

There was no clear correlation between the number of Owner resources and enhanced VfM.

It was noted that active senior level participation by the Owner provided clear direction and support to the alliance.

Key finding 10: Project delivery - Early commencement of physical work and project completion

The project's physical works were able to be commenced many months in advance of what would have been possible using traditional delivery methods (as noted elsewhere) leading to a commensurate earlier completion date.

The majority of projects met the Owners' target completion dates as set out in the business case.

Key finding 11: Project delivery - No disputes

There were no indications of any disputes between the Owner and the NOPs that needed to be resolved outside the alliance.

Key finding 12: Project delivery - Outstanding outcomes (game breaking / breakthrough)

There was little indication that outstanding outcomes (game breaking / breakthrough) were actually being achieved within the definitions in use in this Study ('paradigm shift, not been done before').

This finding significantly differs with the self-evaluation of both NOPs and Owner representatives within the alliances who considered that their own alliances had achieved outstanding outcomes.

Key finding 13: Project delivery - Adjustments to agreed TOC

In general, there was an increase from agreed (initial) TOC to adjusted (final) TOC. The average increase was of the order of 5-10%.

Key finding 14: Project delivery - Adjusted TOC and AOC

In general, the AOC was less than the adjusted (final) TOC. The average saving was of the order of 0.5%.