When might a project-wide or multi-contract dispute board structure be appropriate? Large infrastructure, energy, transport, industrial, building and public-private partnership projects are often delivered through a network of separate but interdependent contracts. Complex nuclear new-build projects are one example of projects in which extensive contractual interfaces may make co-ordinated dispute-avoidance and dispute-resolution arrangements particularly valuable. The contractual interfaces may generate linked issues and disputes even where there is no direct contractual relationship between the parties affected. Typical interface issues include: • late access to work areas or late completion of predecessor works • late, incomplete or incompatible design information and design changes that affect multiple work packages • shared utilities, logistics, temporary works, site facilities or access routes • systems integration, testing, commissioning and operational readiness interfaces • employer-supplied materials, equipment, permits or information • instructions, acceleration measures or programme changes affecting more than one package • quality assurance, inspection and testing interfaces • defects or performance failures where design, construction, supply and operation responsibilities are divided between different parties An