This research describes an investigation into developing closer working relationships through project partnering in order to reduce the occurrence of adversarial practices commonly found between main contractors and subcontractors. A literature review was undertaken that identified two main types of partnering: project partnering; and strategic partnering. One of the main differences between the two types of partnering were identified as being their durations: short term (project partnering); and long term (strategic partnering). It was concluded that the published literature had the following limitations: primarily applicable to the Australian and US construction industries; models and processes identified did not have an adequate practical content; and limited application to the main contractor - SC relationship. After completion of the literature review a research methodology was developed, allowing an alternative approach to project partnering to be developed. The research methodology enabled information to be obtained from both the collaborating contractors personnel and SC personnel. The approach to project partnering was named 'semi project partnering' as it contained an element of SC competition. The approach was implemented on a live commercial project during the preconstruction tendering and estimating stages. The semi project partnering approach utilised both the knowledge gained from the literature review and the conclusions from the empirical research. The approach was validated by the collaborating company's personnel. Further validation of the achievements of the approach took place by interviewing personnel from both the collaborating company and subcontractors. The main outcomes from the research are: identification of what a main contractor's employees want from their dealings with subcontractors; recognition of what subcontractors want from their dealings with main contractors; a comparison of the collaborating companies performance compared to that of its competitors; and a semi project partnering approach that provides: a reduction in the occurrence of adversarial practices used between main contractors and subcontractors; and earlier involvement of subcontractors within the building process promoting mutual understanding.

Six civil engineering and building projects under construction have been observed in order to compare theory and practice, and thus draw conclusions on how clients and their management teams may control construction effectively. It has been reported and the six studies have shown that during construction as problems occur decisions taken to tackle them result in changes to one or more of the independant variables cost, time and performance. It is therefore argued in this thesis that if these variables are to be controlled to the client's benefit: (i) clear responsibilities, duties and authority to make decisions should be given to the members of project management teams; (ii) a project control system should be set up which will help the management team to perform those duties; (iii) both the management team and the system should be organized to suit the particular project and client.

Six civil engineering and building projects under construction have been observed in order to compare theory and practice, and thus draw conclusions on how Clients and their management teams may control construction effectively. It has been reported and the six studies have shown that during construction as problems occur decisions taken to tackle them result in changes to one or more of the independant variables cost, time and performance. It is therefore argued in this thesis that if these variables are to be controlled to Xhe. Client's benefit:. - clear responsibilities, duties and authority to make decisions should be given to the members of project management teams. -a project control system should be set up which will help the management team to perform those duties. - both the management team and the system should be organized to suit the particular project and Client.