Conflicts in joint project management. Issues and solutions

Abstract

During an interview with the author, some local project managers expressed serious reservations about getting involved in future joint venture projects. This negative response prompted the author to conduct a study on the reasons for such misgivings. The study concentrated on identifying key differences in the perception of joint project management between the two partners. The study was conducted through questionnaires and interviews with local and foreign firms involved in joint venture projects related to the construction of MRT and other major infrastructure developments in Singapore between 1983 and 1990. The findings of the study are presented in two sections. The first section identifies the differences in the goals and objectives of the two partners in forming the joint venture. The second section looks at the differences in management style of the partners in executing the obligations to the client. This section also analyses conflicts between the two partners on technology transfer, contract close-out, etc.