Collaboration is a common terminology in todays business world but is seldom fully understood or fully integrated into working practices. 

As major projects become increasingly more complex in both national and international programmes relationships between organisations and their people can represent a significant risk to the parties involved. 

The development and publication of the international standard for collaborative working focused on how organisations can take a systemic approach to ensuring the appropriate focus on those key strategic relationships.  

Topics Covered
•    Understanding the strategic implications of relationship management from developing concepts for project management of complex programmes through to the implications of establishing appropriate exit strategies. 
•    Developing robust business cases to ensure appropriate recognition of performance and risk issues 
•    The critical impact of appropriate partner selection 
•    The role of project management to ensure embedding and maintaining the right attitudes and behaviours

About David Hawkins
David has had an extensive career in projects and procurement within the construction industry.  For over 40 years he has been associated with the development and implementation of major projects in many parts of the world, which has provided an insight into the many organisational and cultural challenges that projects can generate. 

Building on these experiences he has helped a number of major organisations to implement change management programmes in different industrial arenas including chemical processing, oil and gas, power generation, and mining and minerals processing. In 2009 he was acknowledged as one of the world’s top 100 thought leaders on CSR.

David is the COO of the Institute of Collaborative Working (ICW). He was heavilty involved in the development of the British Standard for Collaborative Business Relationship Management Systems (BS 11000), followed by the development of an equivalent International Standard (ISO 44001).