How a project alliance influences project performance compared to traditional project practice – Findings from a case study in the Norwegian oil and gas industry

Authors

  • Kristina Nevstad Norwegian University of Science and Technology Norway
  • Anniken Susanne T Karlsen Norwegian University of Science and Technology Norway
  • Wenche Kristin Aarseth Nord University Norway
  • Bjørn Andersen Norwegian University of Science and Technology Norway

DOI:

https://doi.org/10.19255/JMPM02809

Keywords:

Alliancing, Collaborative Project Delivery Model, Project performance

Abstract

Practitioners and researchers have turned their attention toward collaborative arrangements and new Collaborative Project Delivery Models (CPDMs). In this paper we present findings from a study focusing on the impact of a project alliance on project performance, as an example of a CPDM compared to traditional project practice. Findings are based on a case study where empirical data has been collected by carrying out semi-structured interviews with thirteen professionals within the Norwegian oil and gas industry. A main finding is that a project alliance contributes to better project performance by promoting a better working relationship between the partners compared to traditional projects. This result is achieved through closer cooperation, shorter decision paths, transparent partners, and an overall alliance culture tailored around collaboration. It is challenging to discover areas where the investigated project alliance has not been performing as expected, or has performed worse than traditional projects. Findings also show some barriers related to the co-location and the interfaces between the companies, the project alliance, and the partner organizations. Conclusions drawn should be of interest to both researchers and practitioners contemplating to shift from a traditional project practice to a more collaborative one.

Author Biographies

  • Kristina Nevstad, Norwegian University of Science and Technology Norway

    Kristina Nevstad (MSc) is a PhD candidate in Project Management at the Norwegian University of Science and Technology (NTNU), Department of Mechanical and Industrial Engineering. She earned a Bachelor of Science degree in Building Engineering and a Master of Science degree in Management. She has worked in the public sector in various disciplines relating to infrastructure projects, which resulted in her growing interest in research and development. Her main research interests lie in the areas of project management and collaborative project delivery models.

  • Anniken Susanne T Karlsen, Norwegian University of Science and Technology Norway

    Anniken Karlsen is an assoc. professor at the Norwegian University of Technology and Science. She teaches and researches at the intersection of technology, organization, and economy. Karlsen is head of the Sustainable Digital Transformation research group, dept. head of the Sustainability Analytics research arena and engaged in a variety of research projects. Web page: https://www.ntnu.edu/employees/anniken.t.karlsen

  • Wenche Kristin Aarseth, Nord University Norway

    Wenche Aarseth (PhD) is Professor of Project Management at Nord University Business School, Norway, and was previously Professor of Project Management at NTNU Norwegian University of Science and Technology, Norway and researcher for SINTEF Technology and Society. She has published widely on project leadership in International Journal of Project Management, International Journal of Managing Projects in Business, International Journal of Project organisation and management, International Journal of Productivity and Performance Management, Journal of Management in Engineering, Journal of Risk and Reliability, Construction Management and Economics, International Journal of Business Performance Management and International Journal of Transitions and Innovation systems. Her current research interests are in the areas of project leadership of complex projects, stakeholder management and business performance in projects.

  • Bjørn Andersen, Norwegian University of Science and Technology Norway

    Bjørn Andersen is a professor of quality and project management at the Norwegian University of Technology and Science. He has authored/co-authored around 25 books and numerous papers for international journals and conferences, in total more than 300 publications. Professor Andersen serves as Director of Project Norway and member of the steering group of the Concept research program. He has managed and been involved in several national and international research and implementation projects. Andersen is an Academic in the International Academy of Quality, is editor of the journal Production Planning & Control and reviewer for several other journals and conferences.

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Published

2022-05-20

Issue

Vol. 9 No. 3 (2022): The Journal of Modern Project Management

Section

Articles-JMPM

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Copyright (c) 2022 Kristina Nevstad, Anniken Susanne T Karlsen, Wenche Kristin Aarseth, Bjørn Andersen

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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

How to Cite

How a project alliance influences project performance compared to traditional project practice – Findings from a case study in the Norwegian oil and gas industry. (2022). The Journal of Modern Project Management, 9(3). https://doi.org/10.19255/JMPM02809

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