“It's exciting to be part of several alliance projects,” says Laura Saarlo, Project Manager for the Crown Bridges project. “This synergy advantage not only enhances our own expertise but also contributes to the growth of Finnish rail alliances and their leadership culture.”

Building Expertise through Experience

You don’t rise to lead an alliance project overnight. NRC Group Finland’s project managers gain their expertise through various roles in rail alliances. For instance, Kari-Pekka Lumme, Project Manager of Raide-Jokeri, started his journey as a section manager for the Tampere Tramway project and later held key roles in Raide-Jokeri.

“A broad range of experience allows you to understand the alliance model from different perspectives and uphold the spirit of the alliance agreement in all decisions,” Lumme explains.

The Power of Collaboration

NRC Group’s Sari Valjus has worked in the Tampere Tramway Alliance from the beginning. According to her, what sets alliances apart from other project models is the collective commitment to shared goals and approaches. “However, people still need to be motivated towards constructive cooperation,” she notes.

“I can influence the alliance’s culture through my positive attitude, ensuring that blame is avoided, even when things go wrong. We genuinely work together to find solutions and learn from challenges.”

Valjus also emphasizes the space for creativity in alliances, especially in the development phase before planning. This is where clients, designers, and builders collaborate to identify the best implementation options.

“It’s incredibly rewarding to see ideas from experts in various fields come to life in alliances,” Lumme adds. “In traditional project models, motivation can easily fade if alternative methods complicate the division of responsibilities.”

Leading Like a Conductor

Alliance projects are often massive, multi-phase endeavors that span years, with budgets comparable to those of mid-sized companies. For Laura Saarlo, managing these projects means leading not only the technical and financial aspects but also the people.

“In addition to NRC Group Finland’s administrative structure, we lead the alliance’s matrix organization, which has its own unique culture,” says Saarlo. “Building and nurturing a common culture is key to fostering trust and collaboration. This makes project management more holistic, motivating, and interesting.”

Saarlo compares leading an alliance to conducting an orchestra: “You need to keep everyone playing in harmony, ensuring that the collaboration between different teams doesn’t create discord. Project management is about building an effective organization and then helping it work together seamlessly.”

What Makes a Good Alliance Partner?

Kari-Pekka Lumme believes that successful alliances require the right mindset—there’s no room for self-interest. “Everyone needs to see how solutions made for the project's benefit are also the best for themselves. That’s why the alliance agreement and commercial model must be fair for all.”

For Sari Valjus, a good partner is reliable, open, collaborative, and supportive. “The willingness to help others really stands out, especially when dealing with difficult situations.”

Saarlo adds that everything can be learned with the right attitude: “Listening to others and committing to long-term collaboration is essential. The journey in Crown Bridges, for example, lasts about seven years. This kind of long-term project demands flexibility and the ability to handle change and uncertainty.”

In alliances, change is seen as an opportunity. With flexibility from all parties, alliances can take calculated risks, often leading to significant successes.