Abstract

Increased urbanisation and the need for sustainability have propelled infrastructure projects to the centre of the public eye. Designs must be aligned with national and local politics, transport planning and transport operators, delivery agencies and consultants, stakeholders and contractors. To achieve timely delivery of the right product at minimum risk, it is vital that there is collaboration between these divergent agencies. The work undertaken for the concept design stage of a new mass transit system in Sydney was an example of an emergent model of multi-dimensional collaboration being employed to deliver a complex product within the constraints of time, budget and existing infrastructure. This model has subsequently informed the design management of other projects. The new mass transit system required multiple inputs from client, consultant and stakeholder agencies. A collaborative process offered transparency, appropriate expertise, transfer of information, timely decision gateways, efficient productivity and mutual appreciation of the collective goal. These collaborative practices are also inherent in the Japanese construction industry, particularly between the contractor and the architect. The paper will examine the multiple collaborations that went into the design of the Sydney mass transit system, will attempt to define the key processes that have contributed to the success of the project, and will highlight any shortcomings. In conclusion, the paper will examine the collaborative role of collective knowledge—collective responsibility—collective output.