Abstract :
For pt.I see ibid., vol.9, no.4, p.193-200 (1999). With large capital projects, involving a group of contractors, the ´alliance´ is proving a popular way of creating a committed project team that is displacing the older forms of contracting in some industries. In the first part of this article, the basic risk and reward principles were described but, as overall improvements in performance are being sought, additional features are being embodied in the methodology. Spectacular successes have been achieved with projects such as BP´s Andrew oilfield but they may not be so easy to repeat in the future. This part looks at the implications of the alliance for the members and discusses its prospects.
