Project Claims And Damages Report

This report discusses the RBP model and its application in project partnering. It explores the concept of Family Resemblance and the 16 elements of the RBP model. The report also examines the platform foundation and its elements for effective project management.

Running head: Project Claims And Damages Report.
PROJECT CLAIMS AND DAMAGES REPORT

Project Claims And Damages Report 1
Table of Contents
Part A...............................................................................................................................................2
Introduction......................................................................................................................................2
RBP model with the application of Wittgenstein Idea of Family Resemblance.............................2
Understanding and discussion of the elements of the RBP model..................................................4
Conclusion.......................................................................................................................................9
Part B.............................................................................................................................................10
1.1 Platform Foundation...................................................................................................10
1.2 Behavioral factors................................................................................................................13
1.3 Processes, routines, and means......................................................................................16
References......................................................................................................................................20

Project Claims And Damages Report 2
Part A
Introduction
Project management deals with planning, overall execution, control, and closing of a
project undertaken by a particular team or organisation. Lloyd-Walker & Walker (2015) regard
RBP or Relationship Based Procurement as a vital concept concerning the paper. The model has
been discussed in the book with regards to multiple forms and relationship such as strategic
partnering, project partnering and more. About 16 elements have been identified with regards to
the RBP model thus presented in the book. A discussion of the RBP model with the application
of the Wittgenstein Idea of Family Resemblance has been performed in this study, along with a
discussion of the 16 identified elements of the model.
RBP model with the application of Wittgenstein Idea of Family Resemblance
According to Ludwig Wittgenstein, common, relatable features prevalent among a group
of people primarily define the concept of Family Resemblance and serve as the basis for
identifying the aspects of project partnering. It may be mentioned in this context that the general
components of family resemblance by Wittgenstein, is applied to the concept of project
partnering. According to scholars, there has been a complex network of overlapping similarities,
which can further be grouped under a concept that is considered complex in nature. It may be
stated in this regards that the validation for relating the concept of Family Resemblance by
Wittgenstein for the RBP model is evident in the core attributes of the concept. The project
partnering may be based on the attribute measures which are discussed later in this paper.

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Moreover, it is to be taken into account that the relevance of the ‘family traits’ can be related to
the project regarding case study data or the partnering literature of an analogy.
Scholars mention the use of construction of ‘flowers’ for explaining the concept of a
component which is ever-present in the project. In addition to that, the ‘petals;’ are used for
demonstrating the components in a project which are not completely developed or have not been
completely discarded either. A Wittgenstein-style model has been implemented to undertake the
learning of the development of the RBP model.
Figure 1: A representation of the RBP model based on the ideas of Wittgenstein
(Source: Lloyd-Walker & Walker, 2015)
Figure 1 illustrates a representation of the family resemblance concept implemented in
the RBP model. The ‘petal’ has been identified as 16 elements depicted in the figure. The overall

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components are 16 in number; subdivided through three categories to accommodate the core
attributes identified for the Resource-based Procurement procedures. These elements can be
considered for identifying relevant classes of RBP. The central part of the figure demonstrates
the stamen of a flower, which indicates the components related to project delivery. The KPIs
constitute an integral part of project management, as it aids in ascertaining the performance of
the project and the team. The KPIs are often related to the constraints, which can be cost, time
and more.
In addition to that, 5 themes have been chiefly identified for evaluating the Platform
Foundation facilities for the elements. The themes identified are motivation and context,
integrated strategies for risk mitigation, joint governance structure, substantial co-location and
strategies for joint communication. To assess the components, further subdivisions have been
made. Additionally, it is to be taken into account that other factors, such as behavioural factors,
processes, and routines have been considered for the further evaluation of the elements. A
discussion of the understanding of the 16 elements of the RBP model has been elaborately
performed in the later stages of this study.
Understanding and discussion of the elements of the RBP model
Project partnering has formerly been classified with the aid of the RBP model which
implements the concept of family resemblance. Figure 2 outlines the ratings as well as the 16
elements identified, which are as follows:
 Motivation and context
 Integrated risk insurance and mitigation
 Joint governance structure

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 Substantial co-location
 Joint communication
 Balance of Trust-control
 Authentic leadership
 Common Best-for-project culture or mindset
 No-blame culture
 Commitment to innovation
 Incentivisation
 Pragmatic learning-in-action
 Consensus decision-making
 Mutual accountability and dependence
 Focus on consistent learning and continual improvement
 Transparency
It is to be noted that each of the components so identified has been characterised as a part of the
project partnering and ratings have been provided for the better assessment of the progress.
Tables presented in the book by Lloyd-Walker & Walker (2015), represent the themes and the
sub-themes identified under each of the elements segregated. Considering the first element, it
may be mentioned that the motivation and context may be defined as the potential circumstances,
which may be responsible for the collaboration between the project partners. The factors
shortlisted under this category can be the Best value, which represents ‘value’ and not cost. KPIs
and KRAs can be implemented in this aspect to evaluate the purpose of the project.

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Figure 2: 16 elements of the Project partnering based on the RBP model
(Source: Lloyd-Walker & Walker, 2015)
Emergency recovery, experimental mindsets, the presence of a relational rationale can
contribute to the motivation and context of the project partnerships. In addition to that, the
availability of competitive resources, along with the knowledge the potential risks can prove
beneficial in facilitating the project partnership. Furthermore, one may mention that the unknown
risks may also contribute as a motivational factor as it aids in the psychological evaluation of the
situation. Considering Joint structure, it becomes evident that the governance plays a crucial role
in this aspect. For instance, it has identified that the structure and processes of governance along
with the ‘best value’ offered by the KPIs and KRAs can be considered in this regards. This

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particular element is responsible for the development of the concept for understanding the
communication and collaboration between teams for the execution of the project.
The integrated risk mitigation strategy focuses on the understanding of the management
of risks known and unknown for gaining a potential advantage and an insurance policy. The
actions to be undertaken in this regards include risk mitigation strategies, risk-sharing
conversations, and systems integration. The fourth element considered is a strategy for joint
communication, which can be facilitated by groupware ICT and other common systems and
processes, which may influence the concept of a mutual understanding. Furthermore, an
integrated common platform may be performed through the implementation of BIM tools. The
fifth element substantial co-location can be through building common understanding and
relationships, which can be undertaken through physical co-location and hierarchical
mechanisms of integration.
Authentic leadership can be promoted through the involvement of the supply chain team leaders
and supporting the design, considering the project culture as well. The characteristics thus
identified in this regards include appreciativeness, reflectiveness, wisdom, resilience,
authenticity and more. Considering the Trust-Control balance, it may be stated that the
transparent accountability for a project task as well as the discussion of sensitive matters can be
promoted through this element. Autonomy, safe workplace cultures, and a trust-building
relationship may be encouraged in this aspect. Commitment to innovation can be facilitated
through the testing, experimenting and prototyping of the project, which the team works on.
Common best-for-project culture and mindset may be influenced by aligning the common goals
of the team members along with the recruitment of support and undertaking the challenge for
proving one's excellence. Lastly, promoting a No-blame culture for the project may be

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undertaken through the behavioural, organisation and contractual mechanisms as well as the
provision of a rationale for implementing the culture.
Consensus decision-making can be implemented in the project environment through the
prevention of implementation of cultural drivers such as a collectivist culture. Furthermore,
inhibiting the factors, which may lead to suppressing the action taking and consensus decision-
making, are to be thoroughly reviewed. Learning and consistent improvement may be achieved
through the consideration of the KPAs and KPIs, which serve as benchmarks for the
performance regarding the project. The capacity to cope and adapt to the newer ideas and
concepts may be undertaken as well as undertaking a culture of skills and learning development.
Incentivisation can be undertaken, regarding the management of the tension prevalent between
incentivisation and innovation.
Pragmatic learning-in-action is undertaken through facilitating actions such as coaching
and mentoring, along with action learning. Furthermore, the Transparency in the project can be
maintained through the maintenance of the accountability and the transparency of operations in a
project environment. In addition to that, it may be stated in this context that the agreement to
accept scrutiny and audits may contribute to the facilitation of the process. Lastly, mutual
dependence and accountability are facilitated according to Lloyd-Walker & Walker, (2015), by
identifying the factors for mutual dependence as well as enhancing the enablers and countering
the inhibiting factors for mutual dependence. Undertaking these activities may lead to the cross-
collaboration between teams.

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Conclusion
This study reflects the concepts presented in the book “Collaborative project
procurement arrangements” which highlights the relevant practices to improve the scope for
project management. There are 16 elements which have been identified by the author regarding
the Relationship Based Procurement model mentioned in the book. Furthermore, the RBP model
takes the concept of Family Resemblance into account, which has been discussed in this paper.

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Part B
1.1 Platform Foundation
The platform where the work is being conducted it needs to be verified and has to be strong. The
platform foundation facilities are constituted of 5 elements which help in establishing the
platform foundation in an organization with the help of the RBP model.
Elements KSA's to maximize the effectiveness
1. Motivation
and Context- in
relation to the
surroundings the
effect is found in the
procurement choice.
The potential degree
of collaboration is
affected immensely
due to the substrate
circumstances.
Technical KSAE:
Solving the problem in a pragmatic sense. The KRAs and KPIs
are allied with the purpose of the project.
Project Management KSAE:
Recognizing various risks and consequences of those risks. A
bond of trust is developed so the unknown risks can be predicted
and the known risks can be avoided by sharing responsibilities.
Business Solution KSAE:
Making sure what needs to be done rather than what is
technically excellent. The procurement solution is driven by
motivation and the objectives and values are followed .
Relational KSAE:
Having proper abilities and benevolence to work in a manner
which is trustworthy and doing what was promised or committed.
The team members develop a bonding for a longer time interest.

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2. Joint
Governance
structure- the team
perform in a unified
form to deliver the
outcome in
legitimized manner.
The standards, norms,
rules and values all
the incorporated
within the action. The
process by which
team collaboration
communication takes
place is understood
through this element.
Technical KSAE:
Finding not only what is known but also recognizing what is
knowable. The flexibility and rigidity of the team is defined
through this.
Project Management KSAE:
Knowing how and what tasks are to be performed in a team.
Business Solution KSAE:
The understanding business context in a rational sense with the
help of a communication symmetry and a developed management
and leadership pattern.
Relational KSAE:
Words and deeds are supposed to be matched through the
fulfilment of promises. The strategy that was developed needs o
be in synchronization with the output.
3. Integrated
Risk Mitigation
Strategy- to support
the clients risk
management system
this strategy is
developed. the ways
of controlling risks as
well as gaining the
advantages from the
insurance policies are
understood.
Technical KSAE:
Making reasonable decisions as to when to freeze and when to
keep options ready
Project Management KSAE:
Taking into consideration constraints like time, quality and cost
Business Solution KSAE:
Understanding in the practical sense the vision and purpose of the
project and integrating the risk mitigation techniques.
Relational KSAE:
Creating a good workplace environment through appreciative and
ethical behaviors (Eden & Sedera, 2014)

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4. Join
Communication
Strategy- the strategy
is incorporated of ICT
groupware, BIM or
building information
modelling and various
electronic modes of
communication. BIM
has been prevalent
but ICT is integrated
to share the plans and
project drawings
among the teams.
Understanding and
communication is
facilitated by joint
communication.
Technical KSAE:
Using both tacit and explicit knowledge and communication
modes like ICT to understand the problem completely
Project Management KSAE:
Analyzing the context and the situation of the project
Business Solution KSAE:
Having both internal and external stakeholders who are sound in
management and engagement abilities to eradicate
misunderstanding.
Relational KSAE:
Supporting experimentation, questioning of ideas and learning at
the workplace
5. Co-location
Strategy- this
strategy is integrated
for people within the
physical reach.
Understanding and
relationship is built
when ad hoc
encounters between
the employees take
place.
Technical KSAE:
Understanding what plans to work and how and why does it
works and its impact
Project Management KSAE:
Using collaborations with others to understand all the decisions
and processes to be undertaken in the project
Business Solution KSAE:
Having sufficient abilities to understand the political context and
to engage in project-centred political abilities
Relational KSAE:
Decreasing the complexity of RBP approach using relational
skills to the fullest

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1.2 Behavioral factors
To have a proper collaboration and development within the employees the behavior matters a lot.
There are a lot of behavioral factors which have a great impact within the whole workplace the
behaviors of the leaders indeed have a great influence on the employees and vice versa. The 5
chosen behavioral factors are as follows:
Elements KSA's to maximize the effectiveness
6. Authentic
Leadership- the
degree of leadership
determines the values
and ethics that are
possessed by the
leaders. This exactly
applicable in regard to
the team that is in
relation to the project
management team
leadership is
encountered at every
level. The project
culture is impacted by
this.
Technical KSAE:
Understanding objectives and making sound decisions based on
opportunities and various constraints
Project Management KSAE:
Knowing how the tasks and processes are interconnected and
how they are dependent on each other
Business Solution KSAE:
Gaining experiences and reflecting upon the same through a
variety of business contexts
Relational KSAE:
Use of appropriate management and leadership qualities

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7. Trust-Control
Balance- the team
parties have an ability,
integrity and
benevolence which
would result in
protecting the
interests of the
stakeholders and
project leaders. Trust
balance results in
improvement and deal
with sensitive
subjects. The capacity
of the project teams is
assessed.
Technical KSAE:
Judging appropriate technical process considering feasibility and
time constraints
Project Management KSAE:
Taking into account all the risk factors while doing planning
Business Solution KSAE:
Understanding the rationale of the project
Relational KSAE:
Use of various governance systems to judge responsibilities and
accountabilities (Walker & Walker, 2015)
8. Commitment to
be Innovative-
willing to be
innovative and also a
developed mechanism
which would help
people to be
empowered towards
innovation. The
ability for reflecting,
learning and
innovating of the team
participants are
evaluated. Along with
the capability to
question the status
quo.
Technical KSAE:
Judging the difference between static and dynamic environment
and judging necessary technical tools based on these differences
Project Management KSAE:
Collaborating with teams which can solve any issue be it design
problem or preparation of planning or delivering designs
properly
Business Solution KSAE:
Identifying and taking an insight into various business
assumptions.
Relational KSAE:
Use of good leadership skills such as authenticity, pragmatism,
professionalism and benevolence

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9. Common best-
for-project Mindset
and Culture- the
project is delivered in
relation to the focus
on the objectives set
initially.
Giving priority and
importance to the
positive outcomes of
the projects above
everything.
Technical KSAE:
Good communication skills to understand the problem and
answer the problem through the plan
Project Management KSAE:
Exercising a professional approach to the problem
Business Solution KSAE:
Ensuring the business outcome of the particular project
Relational KSAE:
Having pragmatic and wise attitude to recognize any sort of poor
performance and to correct the same
10. No-blame
Culture- the
responsibility and
accountability for a
particular deed is
taken upon oneself
and not blaming
others. This has a
relation to sharing all
the responsibilities
among everyone.
Technical KSAE:
Recognizing all the available options
Project Management KSAE:
Gaining experience from various aspects be it human aspects
such as the involvement of stakeholders who hardly have any
direct involvement in the project
Business Solution KSAE:
Interpreting the decisions clearly on business grounds and
knowing what should be done
Relational KSAE:
Sound ability and wisdom to properly develop the plan of the
project

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1.3 Processes, routines, and means
For the development of a project there is procedure, routine and way which are needed to be
followed to proceed with efficiency and incur a successful outcome. The following 6 elements
would illuminate he routines, processes and means:
Elements KSAE’s to maximize the effectiveness (pp. 123-
133)
11. Consensus
Decisions- complete and
unified decision that is
taken at a project
operation executive and
strategic level. The aims
are made clear an
agreement is developed
on operating the
resolutions.
Technical KSAE:
Understanding what to do and when and how to do
Project Management KSAE:
Understanding all the feasible planning and monitoring and
controlling the plans considering environmental contexts
Business Solution KSAE:
Knowing the assumptions and circumstances upon which a
business is based
Relational KSAE:
Ability to challenge stereotypical norms and think out of the
box for innovative results

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12. Learning and
Continuous
Improvement- a
learning opportunity is
found at every step and
those opportunities are
converted within
improvements.
It implies that the KRAs
and KPIs are to be
referred as important
PM and success factors
are evaluated.
Technical KSAE:
Using pragmatism and sensitivity
Project Management KSAE:
Collaborations to gather information which can be useful in
making sensible and sound decisions
Business Solution KSAE:
Understanding and utilizing cost to benefit ratio underlying the
project
Relational KSAE:
Credibility and authenticity from the part of the leader
13. Incentive
Arrangements- the
pain-sharing and gain-
sharing strategy is
understood here. The
profit margins are
distributed on a
negotiated platform.
Technical KSAE:
Understanding various fluctuations in objectives and
approaches
Project Management KSAE:
Understanding the degree or the extent of manoeuvring the
plans
Business Solution KSAE:
Use of business collaborations
Relational KSAE:
Open-mindedness in workplace

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14. Pragmatic
Learning-in-Action-
through team
cooperation the values
are gathered where the
strategic aim is used to
gain competitive
advantage. The project is
considered as a source of
learning. Experimental
success and failure is
demonstrated here.
Technical KSAE:
Proper time management
Project Management KSAE:
Coordination of activities with various other project teams to
make sure that the outcome achieved is desirable
Business Solution KSAE:
Using a pragmatic and practical sense while making business
assumptions
Relational KSAE:
Need for the supportive leader to support and shape the
workplace
15. Transparency-
the participants are
openly audited
scrutinized. A trust is
there between the people
that no advantage would
be taken of all the
documents that are
scrutinized.
Technical KSAE:
Huge strategy planning and refining them
Project Management KSAE:
Reducing the cost by means of collaboration
Business Solution KSAE:
Interpreting signals about various decisions, non-decisions and
partial decisions to judge the response
Relational KSAE:
Encouraging people to share their ideas to continuously
improve workplace

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16. Mutual
Dependence and
Accountability- an
interdependency as well
as honesty is developed
among the participants.
The governance body
needs to support both
individual and team
responsibilities.
Technical KSAE:
Recognizing various stable and unstable conditions
Project Management KSAE:
Realizing how various options interact
Business Solution KSAE:
Knowledge and use of proper stakeholder management skills
Relational KSAE:
Stretching of goals and innovation to trigger plans and
determining ways of solving a problem

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References
Eden, R., & Sedera, D. (2014). The largest admitted IT project failure in the Southern
Hemisphere: a teaching case. In Proceedings of the 35th International Conference on
Information Systems: Building a Better World Through Information Systems. AISeL.
Lloyd-Walker, B., & Walker, D. (2015, April). Collaborative project procurement arrangements.
Project Management Institute.