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    Efficacy of Partnering on the Woodrow Wilson Bridge Project: Empirical Evidence of Collaborative Problem-Solving Benefits 

    Source: Journal of Legal Affairs and Dispute Resolution in Engineering and Construction:;2011:;Volume ( 003 ):;issue: 001
    Author(s): Lee L. Anderson Jr.; Brian D. Polkinghorn
    Publisher: American Society of Civil Engineers
    Abstract: This paper examines the large body of partnering rating data collected during more than 8 years of partnered construction contracts on the Woodrow Wilson Bridge replacement project. The writers report that partnering ...
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    A Partnering Success Story at the Woodrow Wilson Bridge 

    Source: Leadership and Management in Engineering:;2004:;Volume ( 004 ):;issue: 001
    Author(s): Lee L. Anderson, Jr.; James K. Brookshire; Paul J. Gudelski
    Publisher: American Society of Civil Engineers
    Abstract: The foundations contract for replacement of the Woodrow Wilson Bridge near Washington, D.C., presented an opportunity to profit from partnering. This article tells why partnering was necessary, the techniques used, and ...
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    Anatomy of a Successful Partnering Program on a Megaproject 

    Source: Leadership and Management in Engineering:;2006:;Volume ( 006 ):;issue: 003
    Author(s): Lee L. Anderson Jr.; Robert D. Douglass; Brian C. Kaub
    Publisher: American Society of Civil Engineers
    Abstract: This article describes how partnering works on the Woodrow Wilson Bridge (WWB) project. At the 50-percent point in construction, this $2.4 billion megaproject is on schedule and on budget. One of the key factors contributing ...
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