Table 2 Excerpts from the evaluation... | Emerald Publishing

Table 2

Excerpts from the evaluation workshop related to the propositions

Proposition	The client group	The service provider group
Project objectives and value definition (P1)	“A very small number of us were setting those perhaps even tough goals for the program (10–15% improvement in productivity and improvement in treatment effectiveness) and they have not been set based on any analysis or profitability calculation”	“We were familiar with the objectives of the program, but they cannot be achieved through construction work. We thought that the objectives of the project would have been more precisely defined and the initial data for the design had already been further developed. The cost targets for the projects come from the client without further justification”
Stakeholder identification and management (P2)	“Yes, we completely ignored this at the beginning of the program. In this way, the evaluations should have identified more widely and better the stakeholders who are relevant to achieving the objectives of the program”	“Stakeholder identification was limited to us mainly on the traditional axis of the customer, designers and builders. End-users were perceived as one stakeholder, but the assumption was completely wrong. In addition to them, there are strong individuals and entities that have significantly influenced the outcome of the project”
Project organization and governance (including decision making process) (P3)	“The implementation model and management of the projects were not discussed in depth at the beginning of the program, but it was decided to set up a separate project management organization to manage it. Decision-making was assumed to run smoothly in accordance with normal corporate governance rules”	“The procurement documents described the Alliance's initial management system, which was then adapted to the project during the development phase. The role of the customer, the decision-making process and resourcing in the project could have been described in more detail already at the procurement stage”
Required competences (P4)	“At the beginning of the program, the need for hospital design and construction professionals was identified. For the acquisition, a so-called traditional selection criterion without further specification of the skills and abilities required”	“The client had defined the competence needs in the procurement documents, based on which the team was assembled in workshops. Acquisition workshops helped us to better understand what hospital construction all is about and what kind of expertise we should have”
Collaboration tools and methods (P5)	“These were not considered at the beginning of the program. It was thought that service providers have their own tools and methods to lead such a large project. However, the assumption quickly turned out to be wrong and the tools had to be developed together.”	“During the development phase, the client submitted that, e.g. TVD and LPS are tools used in projects. They were new to us, but we have used them with varying degrees of success. Normally we use our own tools and procedures”
User needs/requirement management (P6)	“It was thought that end-users would get the best input and requirements for facilities, equipment and systems. Defining the requirements was a whole new thing for us and it has proven difficult, and it takes a lot of staff time. This step should be done even as a preliminary before acquiring service providers”	“Defining end-user requirements has been time-consuming and has required a great deal of compromise when there are so many different user groups, and we did not have the expertise to manage this process. During the development phase we try to match all the endless wishes, needs and requirements of the end-users within the tight budget set by the client”
Communication Strategy (P7)	“This is important when we have the goal of reforming operations. In the beginning, we completely ignored this. Now, as the program progresses, we have been able to improve on this”	“The communication plan is embedded in the communication group. When there are multiple alliances running at the same time, it has been important that communication is effective and transparent at every level”

Proposition	The client group	The service provider group
Project objectives and value definition (P1)	“A very small number of us were setting those perhaps even tough goals for the program (10–15% improvement in productivity and improvement in treatment effectiveness) and they have not been set based on any analysis or profitability calculation”	“We were familiar with the objectives of the program, but they cannot be achieved through construction work. We thought that the objectives of the project would have been more precisely defined and the initial data for the design had already been further developed. The cost targets for the projects come from the client without further justification”
Stakeholder identification and management (P2)	“Yes, we completely ignored this at the beginning of the program. In this way, the evaluations should have identified more widely and better the stakeholders who are relevant to achieving the objectives of the program”	“Stakeholder identification was limited to us mainly on the traditional axis of the customer, designers and builders. End-users were perceived as one stakeholder, but the assumption was completely wrong. In addition to them, there are strong individuals and entities that have significantly influenced the outcome of the project”
Project organization and governance (including decision making process) (P3)	“The implementation model and management of the projects were not discussed in depth at the beginning of the program, but it was decided to set up a separate project management organization to manage it. Decision-making was assumed to run smoothly in accordance with normal corporate governance rules”	“The procurement documents described the Alliance's initial management system, which was then adapted to the project during the development phase. The role of the customer, the decision-making process and resourcing in the project could have been described in more detail already at the procurement stage”
Required competences (P4)	“At the beginning of the program, the need for hospital design and construction professionals was identified. For the acquisition, a so-called traditional selection criterion without further specification of the skills and abilities required”	“The client had defined the competence needs in the procurement documents, based on which the team was assembled in workshops. Acquisition workshops helped us to better understand what hospital construction all is about and what kind of expertise we should have”
Collaboration tools and methods (P5)	“These were not considered at the beginning of the program. It was thought that service providers have their own tools and methods to lead such a large project. However, the assumption quickly turned out to be wrong and the tools had to be developed together.”	“During the development phase, the client submitted that, e.g. TVD and LPS are tools used in projects. They were new to us, but we have used them with varying degrees of success. Normally we use our own tools and procedures”
User needs/requirement management (P6)	“It was thought that end-users would get the best input and requirements for facilities, equipment and systems. Defining the requirements was a whole new thing for us and it has proven difficult, and it takes a lot of staff time. This step should be done even as a preliminary before acquiring service providers”	“Defining end-user requirements has been time-consuming and has required a great deal of compromise when there are so many different user groups, and we did not have the expertise to manage this process. During the development phase we try to match all the endless wishes, needs and requirements of the end-users within the tight budget set by the client”
Communication Strategy (P7)	“This is important when we have the goal of reforming operations. In the beginning, we completely ignored this. Now, as the program progresses, we have been able to improve on this”	“The communication plan is embedded in the communication group. When there are multiple alliances running at the same time, it has been important that communication is effective and transparent at every level”

Source(s): Author's own creation