Part Six - sustainability

Introduction

Overview

Checklists

Finding Partners

Managing expectations

Making the commitment

Getting started

Sustainability

Dominance of a single partner
Lack of consensus
Poorly motivated partners
Dependence on key personnel

Final checklist

Last updated:
08/05/05
web-weaver:  neil@neilsandford.co.uk 

Unlike the preceding two risk areas, which are driven normally by commercial ambition, fading motivation on the part of one or more partners may mean that the project has gone off the rails or has less likelihood of delivering the required results. It can also mean that the partnerís circumstances or business strategy have changed. In some cases, it can simply mean that the partner misunderstood the project in the first place, which can be avoided by ensuring that every consortium member undertakes a formal analysis of their potential return on investment using the specifications incorporated into the project plan.

Where a partnerís circumstances change, the direction of the project changes or the external market conditions change, it is important that the consortium has a mechanism for replacing or introducing additional partners. This will be specified in the Consortium Agreement and should include provisions for identifying the cause of the breach (such as under-performance), the rights of the withdrawing partner to project finances and IPR and the terms under which any new partner(s) enter the consortium