Evaluating and improving collaboration in ProRail's project alliances for large and complex infrastructure projects

Abstract

The Dutch construction sector is facing significant challenges. On the one hand, there is a shortage of materials and workers, increasing climate regulation, and broader prosperity that complicate large infrastructure projects. On the other hand, the task of renovating large infrastructure gets larger. ProRail is responsible for the Dutch railway network and is facing large infrastructure projects. To complete these projects, ProRail relies on contractors to execute the projects. Usually, integrated contracts are used to make the arrangements that divide the risks of the project between ProRail and the contractor. These risks can be for example unexpected weather conditions or regulatory delays. In integrated contracts, the contractor is responsible for designing and constructing the projects. However, there are many risks associated with large complex projects that puts pressure on the contractor. This causes for contractors to be hesitant to take on these large complex projects, while at the same time it is very important that these projects are completed. Therefore, ProRail is using a contract that promotes collaboration and even risk sharing, called project alliancing. In project alliancing, stakeholders share both risks and decision-making responsibilities in large complex projects that contain elevated levels of uncertainty. However, only dividing the risks evenly is not enough. It is also important to work together collaboratively, which entails more aspects than only risk sharing.

This study aims to evaluate collaboration in ProRail’s project alliances, to formulate recommendations to improve collaboration and project performance. This study used both a literature review, and interviews with professionals of ProRail and contractors to gain insight into success factors and challenges in collaboration. In literature and the interviews there are factors described that determine project alliance success. These include mutual trust, open communication, goal alignment, integration, team building, leadership culture, joint problem-solving, continuous learning tracking, top management support, commitment, achievable targets, and prior successful collaboration. The interviews emphasized an additional four factors: social safety, shared language, role clarity, and fun. However, the findings also show that there are several factors that ProRail could give more attention to promote collaboration. These include prior successful collaboration, fun, achievable targets, shared language, role clarity, and continuous learning. This study recommends that these factors should get more attention when utilizing a project alliance.