Analysis

Data from Phase 1 of the Study shows that 15% of Owners and 22% of Non-owner Participants rated their alliance performance in some areas as game breaking.

The Study uses a definition for outstanding performance, as used in industry, which includes:

• a 'step change' or 'quantum leap' in performance, better than anything previously achieved

• performance improvement that is discontinuous with previous performance or improvement trends

• a 'paradigm shift'

• performance that is beyond predictability

• performance not known to be achievable.

It is not known what definition NOPs or Owners used in their assessment.

Research Team assessment of the alliance performance based on the Study definition of outstanding (game breaking):

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Outstanding outcomes achieved in any area of the project

Based on the in-depth interviews and detailed analysis of the project data there was little indication of outstanding outcomes. Outcomes and performance were generally consistent with past industry practice and results evidencing a 'quantum leap' from past performance, performance beyond predictability or 'paradigm shift' was not identified.

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%.

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Upwards adjustment from initial to final TOC

Analysis of the case study data found an average increase from agreed (initial) TOC to adjusted (final) TOC 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%.

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AOC less than final TOC

Analysis of the case study data found an average decrease from adjusted (final) TOC to AOC of the order of 0.5%.

The majority of alliance AOCs were within ±3% of TOC (final).