Delivering behaviour - The Alliancing Code of Best Practice for Infrastructure Alliancing

This page explains the 'Delivering behaviour' cell of the Alliancing Code of Practice grid. This grid helps to understand who needs to do what, at what stage, for a successful infrastructure alliance.

The Deliver Behaviour cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

The transition to delivery well underway, the alliance continues to develop the fundamental characteristics required for success. The behavioural characteristics set out at the start of the alliance will be embedded in delivery teams and extended through the supply chain. Commercial models will be tested and evolved to provide the right environment for integrated teams to deliver effectively.

Delivering behaviour

During the delivery phase the alliance continues to focus on establishing the required behaviours and delivering underlying change.

  1. Developing collective responsibility:
    • The key alliance management groups are set up to act collectively, with representatives of the group acting in the collective interest of the alliance, not solely representing the interests of their home organisation.
    • An appropriate process is in place to consider individual partner issues, so ensuring self-interest does not undermine the collaborative management groups.
  2. Setting challenges in a collaborative environment:
    • Clear challenges have been set for alliance teams to meet, that will capitalise on the constructive and positive response collaborative teams have to meeting stretching performance challenges (figure 4.1).
    • Team environment and collaboration vs challengeImage
      Team environment and collaboration vs challenge
  3. Maintaining a focus on behaviour:
    • A process has been established to share and embed the identified behaviours within delivery teams - and is being given an emphasis regardless of the perceived experience in alliancing.
    • The best for task selection process places an emphasis on partners providing the right partner, ensuring the culture and capability of each partner is appropriately recognised in the integrated organisation.
    • Partner selection will have placed an emphasis on the culture and capability of the partner organisation; it follows that the majority of individuals subsequently identified on a ‘best for task’ basis should represent that partner culture and capability. Widespread recruitment or use of contract employees will undermine the link to partner capability.
    • The behaviours required for success are included in job specifications / role descriptions for all members of the integrated teams.
    • The improvement plan and improvement initiatives are collectively owned by the alliance. There is no client/contractor separation around the ownership of change.
    • An effective collaborative environment has enabled teams to respond collectively and constructively to challenges presented by the project (or programme). This is an important attribute of collaborative teams.

Case studies

The following case study provide a detailed look at how organisations have used alliances and the lessons that have been learnt.

What comes next?

The next cell in the Alliancing Code of Practice grid is Delivering integration

View the complete Alliancing Code of Practice grid

The Alliancing grid

Delivering behaviour cell of alliancing grid
The Deliver Behaviour cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

The next cell in the Alliancing Code of Practice grid is:

Delivering integration