The use of partnering as a conflict prevention method in large‐scale urban projects in Canada

Purpose – Ville de Montréal wishes to facilitate the planning and execution of large‐scale urban projects within the city limits. These projects promote a positive image of the city, increase real estate values and thus increase the city's revenues. The purpose of this paper is to demonstrate that the use of partnering can help to achieve this objective. Design/methodology/approach – To confirm the hypothesis, a multiple‐case study is undertaken with the objective of producing a literal replication. The implementation of partnering in three recently completed projects in Montréal is examined: Quartier des spectacles, Anjou‐sur‐le‐lac, and Quartier international de Montréal (Project Management Institute's Project of the Year 2005). Findings – The use of partnering facilitates the planning and execution of urban projects. It has numerous positive impacts as long as a definite set of criteria is respected. It brings all stakeholders together, enables them to develop better communication, shares their interest in the project, unifies them in the quest for a common solution and gains everyone's commitment. Originality/value – The use of partnering as conflict prevention method can be useful to project managers responsible for the planning and execution of large‐scale urban projects.