When the initial partnering model was conceived in the late 1980s, a key objective was to create an effective dispute-resolution process that would result in reducing the number of claims and litigation being generated on projects. One way to achieve this is the issue-resolution process.
Project teams who have correctly applied this concept have reaped the benefits and received a return on investment for their efforts. However, the truth is, issue resolution has been inconsistently implemented on projects, and the concept has been grossly misunderstood within the industry, producing inconsistent results on projects.
The success of a project dispute-resolution process is dependent not just on the resolution process itself, but also on how well a collaborative organization and problem-solving culture is developed and sustained on the project. This is critical in an era where multiple project delivery systems are prevalent.