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

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 efficacy, as measured by “collaboration,” was not predetermined by bid results or regional/national distinctions between construction contractors. The data show that good partnering is strongly associated with team satisfaction with budget and schedule results. The correlation among these indicators is not “proof” of the effectiveness of partnering. However, had the analysis shown negative correlations where positive correlations were expected, enthusiasm for construction partnering would certainly have suffered a blow.