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Queensland Water Infrastructure Shares Potential for Excellent Project –
Outcomes in alliance Contracts
Phil Chipman is the Chief
Operations Officer for
Queensland Water Infrastructure Pty Ltd (QWI).
Phil has responsibility to manage the operational activities of the QWI
program. The QWI program includes the 15 projects associated with the
delivery of the
Wyaralong Dam (near Beaudesert, one hour south of Brisbane) and the
Traveston Crossing Dam (near Gympie, two hours north of Brisbane). QWI
currently has two Alliances in operation one to design and construct the
Wyaralong Dam, the other (a Program Alliance) to design and construct
Cedar
Grove Weir (complete),
Bromelton Offstream Storage (complete) and the
Wyaralong Dam Access Road.
How long have you been engaged in alliance contracting?
My first involvement was the
Burnett Dam Alliance in 2003.
What were your drivers to engaging in this specific project delivery
methodology?
Potential for excellent outcomes through risk sharing and a focus on team
work and innovation. This allows for some flexibility and speed in the
development of project documentation. It is also well suited to major dam
projects due to scale and risks involved.
What are your key lessons learned and what pitfalls would you recommend
avoiding?
The Alliance principle of no blame doesn’t mean no accountability.
Accountability is essential, particularly when striving to achieve demanding
timeframes and outcomes.
In addition, the Alliance principles of trust and team Work do not equate to
a blind acceptance of proposals, designs and costs. Good practice and
governance requires any organisation to challenge and verify proposals,
designs and cost estimates to the highest degree.
How has alliance contracting changed the way that you do business?
It has allowed Alliance participant businesses to focus on positive lead
issues (best for project, team work, innovation, culture) rather than
negative lag issues (commercial, litigation, individual gain). It has also
facilitated a ‘hands on’ approach to the high level governance and
management of major projects and requires senior management to be structured
to provide this ‘hands on’ involvement on Alliance Leadership Teams etc.
Value for money is always the challenge on the tip of everyone’s tongues –
what have you done in the past to demonstrate it?
We have recognised that VFM commences in the planning stage of the project
(prior to procurement commencing) and that whether VFM is achieved is
largely determined by key stakeholder perceptions. For this reason ensure
key stakeholders are well briefed on how VFM will be demonstrated in the
separate stages of the project (procurement, delivery, operation of the
asset). It is also essential that stakeholders are similarly briefed on
progress against and outcomes of VFM objectives.
What is the future for alliance contracting in your opinion?
I believe there is a good future for major infrastructure projects with
significant risks providing key stakeholders have a positive perception of
the Alliancing approach, especially that VFM is achieved.
If you would like to learn more about QWI or about Phil's perspective - he
is speaking at
IQPC's Bi-Annual Alliance Contracting Summit in November 2009.
Peter North, immediate past Chairman of The Warren Centre, is presenting
Professional Performance Innovation and Risk at the same summit.
 For more information about the event please visit:
http://tinyurl.com/lvrtvw
or call 02 9229 1000.
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Phil Chipman |
2009 Innovation Lecture
by Dr Lars Rasmussen
Google
held in Brisbane, Sydney, Melbourne and Adelaide
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