Abstract : The decade of the 1990's saw the advent of a new attitude in Government contracting. After witnessing several high-profile success stories such as constructing the Atlanta Olympic Park, the Government embraced the concept of Partnering as a primary method of contract administration. The private sector consistently demonstrated an ability to contract for services while realizing a marked decrease in claims and litigation costs with Partnering. Their success was founded in the building of trust within the project team by creating a common bond between previously dissociated parties. This was achieved by each party developing a mutual understanding of the other parties' interests and goals in the project while maintaining a team focus on an ultimate goal of a successful contract. The Government espied Partnering as a way to improve their relationships with contractors and reduce the volume of litigation that seemed to only be increasing in the industry. The Government began a paradigm shift by instilling a new attitude of openness and communication with contractors as well as implementing several contract administration changes. This paper examines the process of Partnering, its key elements and core competencies, and how various agencies apply these principles in their construction management. The paper further researches what goals these organizations have when entering a Partnering relationship and what barriers currently prevent the process from working effectively.