Project success measures are extremely important for stakeholders to evaluate the effects of PPP projects. The performance and success of a PPP project could not be intuitively demonstrated without explicit measures of PPP project success. Future studies would explore the dependent relationships between critical success factors and PPP project success indicators.
The data used to support the findings of this study are available from the corresponding author upon request. The authors declare that they have no conflicts of interest regarding the publication of this paper.
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Academic Editor: Xianbo Zhao. Received 19 Apr Revised 31 May Accepted 27 Jun Published 06 Aug Abstract Because a consensus has yet to be reached on how to assess the success of a Public-Private Partnership PPP project, it is meaningful to study the multidimensional indicators to assess PPP project success. Introduction As a new approach to gathering the skills, technologies, and resources of different stakeholders, a large-scale project procured in Public-Private Partnership PPP could be issued and managed as a whole rather than as small pieces that are conducted in a consecutive manner to meet the requirements of time and cost in the traditional procurement method.
Background Project success indicators should be distinguished from project management success and project success factors. Figure 1. Schematic correlation of a Public-Private Partnership project.
Table 1. Figure 2. Table 2. Figure 3. Descriptive data of 12 types of private partner respondents. Table 3. Table 4. Table 5. Table 6. Table 7. Question items Com. Table 8. Exploratory factor analysis of Public-Private Partnership project success measures. References B. Hwang, X. Zhao, and M. Zhu, X.
Zhao, and D. Walker and K. Walker and S. Rowlinson, Eds. View at: Google Scholar A. Collins and D. Xiong, X. Zhao, J. Yuan et al. Morris and G. Pinto and D. EI-Gohary, H.
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That is the nature of the business. Projects move ahead slowly, first to establish sound engineering and economics, then financial and legal feasibility, and finally political will to insert private-sector participation.
Private-sector participation typically introduces new governance rules in a sector, externalizing costs or processes hidden until then. These projects can therefore awake unions or specific interest groups and rapidly become very politicized. Without a government champion, PPPs rarely succeed.
In any case they require a lot of negotiation and consensus building in order to develop a common understanding of the project at each phase among main stakeholders. In the later phases of a project, the private sector is invited to comment on the draft contracts. In some cases there are unresolvable differences e. Environment and social considerations are always important but more critical in certain projects. For example, building a road or a dam might require resettling some families or communities and this can negatively affect the project, if not properly managed and addressed.
In certain cases, these issues can become very, very complicated and politically challenging. Transparency, engagement with affected communities, and communication is key.
As mentioned, to succeed in a PPP, a political champion is critical. It might be a key minister. In certain countries, it requires firm commitment of the president of the country. It has to be someone who can bring the stakeholders along and has the power to make decisions. Another critical key for success is the speed of a project since they need to be structured and awarded within a political cycle—and those are quite short, since governments change every four or five years.
Often government projects are overdesigned or built for capacity not materializing in the medium term. The externalization of costs of PPPs often makes these projects unfeasible because they are not financeable without a substantial government subsidy.
The problem with such perceptions is they can fan the flames of distrust and engender countermeasures that make things worse. The way the parties in the Ballina Bypass minimized such negativity was by holding weekly meetings of the members of the alliance team. In contrast, team members on successful P3 projects admit failures when they occur, and then they move quickly to correct them.
In that way, they use these failures as opportunities to strengthen their commitment to the partnership. Such psychological safety can only happen when the parties agree at the outset how they will handle the inevitable problems, long before anyone reaches for the contract. We found this to be critical to coaching the two lead contractors on a failing multibillion-dollar offshore drilling project.
While this was an entirely private partnership, the lessons hold true for public-private partnerships too. The two contractors had blown through numerous deadlines and disagreed vehemently on how to get the project back on the rails. They blamed each other for project failures and were barely speaking to one another beyond the minimum required to do the work. In addition, a major subcontractor located in a different time zone also complicated things, ignoring requests to work faster.
To get their relationships back in working order, the two contractors held sessions in which the team members could voice stumbling blocks and suggest ways to remove them. The focus shifted away from deadlines toward promises to complete work.
In addition, project leaders at both companies committed to a short-term win: gaining year-end regulatory approval. In turn, that required each side to agree to completing the technical design documents required for construction approvals and demonstrate they had met safety and quality standards.
The public sector should be open to the vast knowledge, technology, and expertise that can often be found in private firms. Consultants with experience in finance, engineering, business analysis, legal issues and more can offer their services to the public sector through PPPs and vice versa.
While a government agency should always have the final say in who they choose to work with, there is no doubt that there are private companies who are eager, experienced, and capable of designing, building, operating, and maintaining public sector infrastructure over a long period of time to ensure the best delivery of services.
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