Modern Project Management

(ISSN: 2317-3963)

Influence of partnering on stakeholder’s behaviour in construction mega-projects

Martin Evans
University of Calgary, Canada University of Bolton, UK BSc, MBA, CEng, MICE, MIStructE, PMP Canada
Peter Farrell
University of Bolton, UK MSc, PhD, FRICS, FCIOB United Kingdom
Ayman Mashali
PhD candidate, Mansoura University, Dakahlia, EG. BSc, MSc, CEng, MICE Qatar


Construction mega-projects are typically associated with cost overruns and time delays due to conflicts of interest between diverse stakeholders. This research investigates the influence of the partnering approach and the adoption of Design and Build (D&B), also known as Design-Build (DB), contracts on the behavior of stakeholders on mega-projects in Qatar. Through a case study, the significant factors that influence stakeholder management are appraised, such as cooperation, developing trust and lack of communication. The research concluded that mutual trust, transparency, leadership, a well-defined scope of work, clear definition of responsibilities, collaboration, and training are the main success factors of partnering projects. The research also concluded that the State of Qatar is a leader in the implementation of partnering approaches and the adoption of D&B contracts, with a proven record of successful delivery using this procurement method. ‘Trust’ and ‘collaboration’ among stakeholders have been found to be the critical success factors of partnering projects in Qatar.

Keywords: partnering, stakeholders, contract, procurement, construction, mega-projects, organisation behaviour, culture, design and build, DB, D&B, Qatar.



Project managementAgileconstructionSustainabilityproject successProjectProject SuccessDSMinnovationcase studyPMOBIMClusteringsuccessSMEDMMGovernanceLeanuncertaintyprojectcomplexityLeadershipPERTSuccessriskcriteriaschedule