| contributor author | Lee L. Anderson, Jr. | |
| contributor author | James K. Brookshire | |
| contributor author | Paul J. Gudelski | |
| date accessioned | 2017-05-08T21:32:21Z | |
| date available | 2017-05-08T21:32:21Z | |
| date copyright | January 2004 | |
| date issued | 2004 | |
| identifier other | %28asce%291532-6748%282004%294%3A1%2838%29.pdf | |
| identifier uri | http://yetl.yabesh.ir/yetl/handle/yetl/55354 | |
| description 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 some payoffs. The contract had disincentive payments, potential for differing site conditions, community constraints, and untested relationships. Regular meetings and a monthly questionnaire facilitated partnering, trends and comments were analyzed monthly to keep on track, and both parties went beyond contract requirements to succeed. Partnering belongs in any major acquisition program’s toolkit. | |
| publisher | American Society of Civil Engineers | |
| title | A Partnering Success Story at the Woodrow Wilson Bridge | |
| type | Journal Paper | |
| journal volume | 4 | |
| journal issue | 1 | |
| journal title | Leadership and Management in Engineering | |
| identifier doi | 10.1061/(ASCE)1532-6748(2004)4:1(38) | |
| tree | Leadership and Management in Engineering:;2004:;Volume ( 004 ):;issue: 001 | |
| contenttype | Fulltext | |