This page is part of our decommissioning toolkit.

  • Clarify of purpose and common understanding
  • Clarify high level goals and build commitment
  • Tough ‘unachievable’ projects increase drive for collaborative relationships

The research showed that the need for a collaborative approach to projects was driven by a common recognition that success would not be achieved unless all parties worked together effectively.

This may have been because of seemingly insurmountable difficulties e.g. harsh project environments or highly ambitious targets, which effectively forced the projects to use an innovative and or highly collaborative approach. However, in most cases it was the recognition of the benefits to be gained in terms of improved time deadlines, innovation, quality or cost savings that led all parties to commit to the efforts required.

  • Coryton – Partnering effort driven by need to improve financial results and avoid legal fees.
  • E4 – Drive for efficiency and technology excellence.

The clarity of, and commitment to high-level goals were seen as a key driver of project success, as long as it is recognised that these goals are widely communicated and understood.

It was recognised that this commitment and clarity needs to include all stakeholders, those directly involved in the project and others, particularly those further up the corporate structure with a greater influence over the project success.

This clarity of purpose and common understanding is critical to resolving difficulties that inevitably occurred in all the relationships.

  • Shearwater – Communication of Vision, values, processes and behaviour.
  • Clair – Focus on clear simple agreed goals.

Table of contents

Decommissioning toolkit: Table of contents