Like déjà vu, with every new tender comes at least one proposal for an alliance or collaborative working arrangement.

Colourful PowerPoint presentations show value plotted against risk and the presenters talk bafflingly of high performance teams, business outcomes, peer relationships and equitable sharing.  All alliance projects are apparently “on time and within budget”; with no one unkind enough to point out the elephant in the room; that it all rather depends on the budget and the timeframe.

Like presentations from Amway representatives in the days of yore, there is only so much good news you can take before you start wondering about the specifics.  All too often, there seem to be pitifully few of them.

This paper was the basis of an article published in the September/October 2008 edition of magazine, published by the Institution of Professional Engineers of New Zealand (IPENZ).