The framework for developing a high performing and integrated organisation is established during the integration phase.
- Developing an alliance identity:
- An initial concept has been agreed for the alliance identity and branding, as an enabler to the integration of partners and teams.
- Selecting the right alliance people:
- Where appropriate, the opportunity has been taken to involve key stakeholders or the extended supply chain in the selection process, for example in behavioural assessments.
- A proposed management structure for the alliance has been set out and provides a clear representation of the leadership roles required.
- The alliance management structure provides the opportunity for senior level representation from the partners (subject to a future ‘best for task’ selection process), recognising the critical requirement for change leadership.
- The proposed alliance organisation includes a Board (or Project Board) that has cross partner representation - and that has collective responsibility for overall performance.
- The selection process includes an assessment of the proposed leadership team of each potential partner organisation.
- Alliance recruitment places an emphasis on appointing the right people with the right behaviour and the right attitude.
- Planning for an integrated organisation:
- The capabilities required from the proposed alliance roles (partners) have been identified and have been set-out as part of a complementary capability plan for the alliance.
- An assessment of the combined client and partner capability required to effectively deliver the programme or project has been made, setting out the capabilities both the existing client team and the partners will bring to the alliance.
- A best for task process has been set-out in advance of selection, providing clarity to partners on the process for assessing the suitability of individuals to key roles. The respective roles, including client and alliance, have been clearly defined and demonstrate how all roles (and accountabilities) are integrated within an overall delivery process.
- The people processes required to support integrated teams have been identified within the implementation plan, including how objective setting, performance management and personal development will be undertaken in integrated teams.
- A common delivery process:
- An end-to-end delivery process has been set out that provides a clear route for the programme or project to progress, including key gateways and milestones.
- Understanding partner goals:
- The declared goals, or success factors, for the alliance include the identified business drivers of the potential partners.
- Defining the alliance aims:
- A communication plan has been produced for use within the business and with potential partners that provides a clear articulation of the overriding aims and objectives for the alliance.
- The business case for the alliance includes benefit targets for all potential alliance parties (client and partners).
- Integrated Delivery Process:
- The proposed delivery process enables partners and teams to be brought together early in the development of solutions (including strategic sub-contractors and suppliers) when integrated team have greatest influence on the project outcomes.
What comes next?
The next cell in the Alliancing Code of Practice grid is Creating leadership
View the complete Alliancing Code of Practice grid