Key observations from the survey on the perceived performance of the alliances include:
■ NOPs tended to have a higher perceived degree of success than owners
■ 14.3 percent of surveyed alliances had not completed a business case prior to selecting an alliance as the preferred delivery method
■ there was an even split of projects that used cost criteria in their evaluation process
■ 91 percent of projects included benchmarked NOP profit and overhead fee
■ there was an even split of projects that used cost criteria in their evaluation process
■ Only 11 percent of projects included benchmarked NOP profit and overhead fee
■ team dynamics is viewed as a significant driver for NOPs, and had a moderate correlation with good time and cost outcomes
■ owners placed the lowest degree of importance on team dynamics
■ there was strong correlation between stakeholder management and community with good time and cost outcomes.
In drawing conclusions from the data, we must be mindful of the limitations of the study, and beware of overly optimistic self evaluation.
Further analysis will be possible for the projects which are used as detailed case studies in phase 2, where any optimistic evaluations can be further investigated and reported.