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Alliancing
We learnt early on that teamwork can make the dream work.
When we got into the industry, it didn’t take long for us to realise that the unknowns often outnumber the knowns. Which is why we’re really proud of what we’ve achieved through the alliance delivery model.
An alliance delivery model is often used for larger scale and complex projects. The type of jobs that come with uncertain scope, high risks, and time constraints. However, through collaboration and cooperation, we’ve been able to deliver exceptional results for our clients throughout the years.
The unique characteristics of these projects will usually include aligned project objectives, an integrated project team, and a share in the risks and financial pain/gain throughout the build. Our experience as an alliance partner, sub-alliance partner and subcontractor to alliance projects means that we are able to bring a world of knowledge to the table.
My time with Hicks has been incredible and rewarding! The whole team at Hicks were supportive and encouraged me to try on varied construction activities right from jumping on a roller, handling plate compactors, using GPS rovers, setting up a total station, to formulating ITPs and managing QA, being involved from the ground up gave me a thorough understanding of how everything works. Every day was new and challenging, and I had a great time working with everyone at the Harapaki Wind farm!
Exceptional Collaboration
Many hands make light work. But many minds can make safe, on-time, and on-budget work. The alliance delivery model puts emphasis on collaboration and cooperation among all project partners. Over the years, we’ve picked up a proven track record of doing just that. Through integrated governance and leadership, our delivery teams have learnt the key to a successful project is open dialogue, shared decision making and goal alignment.
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Sharing risks and rewards
There is no such thing as a reward without the risk, and that’s why we’re happy to share both. In an alliance delivery model, risks and rewards are divided among all project partners. That means we’re collectively responsible for project outcomes. The reason we love this approach is the inherent motivation on all sides. It gives us the chance to get everyone’s input to proactively identify risk, and encourage innovative solutions and contingency plans.
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Early Involvement
The sooner we’re involved, the sooner we can give you back the keys. Alliance models encourage the early involvement of key stakeholders, including contractors and designers, at the project planning and design phases. With history in this field, our early input has proven to lead to better decision-making and greater project outcomes. Our expertise includes, but doesn’t stop at, methodology, programme, cost, technical and risk advice from our diverse sectors.
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Continuous improvement
We’re always looking for ways to make the best, better. That’s why we encourage continuous improvement throughout the project. We’ve always thrived on exploring new technologies, construction methodologies, and sustainable practices to exceed your expectations. Regular reviews and evaluations, along with lessons we’ve picked up throughout the years help us create a culture of learning and innovation, and push the boundaries of what's possible.
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Cost and programme focused
When it comes down to it, time is money and money is time. So we have equal focus on both. Our costs and programme are always front of mind for the Project Alliance Board, management, and all delivery teams on collaborative projects. We are big on open-book accounting and transparent programme reporting to ensure everyone can make informed decisions and optimise the project costs.
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For more details of our track record and experience in alliance projects contact us if you would like to discuss your project further
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