16,761 research outputs found
Balancing contractual and relational approaches for PPP success and sustainability
No full textUseful synergies are targeted by proposing a convergence of hitherto parallel international endeavours towards: (1) developing better and sustainable relationships for more productive construction project teams, in general; and (2) optimising the necessarily long term contractual arrangements of PPPs in particular. Examples are drawn from Africa and Latin America to reinforce reported PPP experiences from other regions, in building up a case for injecting ‘relational contracting approaches’ in order to develop more productive and sustainable PPPs. Strong and sustainable relationships are shown to be essential, and complementary to appropriate contractual incentives, that would together empower PPP project teams to focus on developing sustainable infrastructure and ultimately on overall sustainable development. These propositions are merged into a basic model that merits further investigation and development, in order to ensure that planned PPPs benefit the community at large, in respect of both present and future generations
Selecting sustainable teams for PPP projects
No full textInherent complexities and high strategic impacts of public private partnership (PPP) projects call for careful team selection methodologies. While project-specific selection methodologies have been previously developed, it is shown that there is now a clear need for an integrated approach, which for example ties in Past Performance Scores on technical, sustainability and relational criteria into a unified framework for decision-making. This paper proposes such a framework. The first phase of the validation of this framework was carried out using a Delphi-type survey of industry and academic experts. The findings indicate a high consensus among experts on the suitability of the basic framework for further development. Following expansion and full operationalisation of the technical, sustainability and relational components, the developed framework will again be conceptually validated before recommending it for field testing and implementation. (C) 2007 Elsevier Ltd. All rights reserved
Selection matters - in assembling teams for successful PPPs
No full textThis paper integrates two research streams in addressing an increasingly important, but still complex question confronting both developing and developed countries: on how best to suitable and sustainable teams for long term PPPs (Public Private Partnerships) in delivering valuable infrastructure. Research outcomes from an investigation into constructing ‘relationally integrated teams’ for better construction project performance, are fed into a conceptualised framework for generating and sustaining win-win relationships in a necessarily longer-term PPP scenario. While initiated from Hong Kong, the investigations yielded (1) positive outcomes from a multi-country survey on the potential for developing relational contracting regimes and integrated teamworking scenarios, and (2) encouraging feedback on the conceptual framework, from internationally experienced PPP experts. The foregoing outcomes are synergized, in formulating pointers towards improved team selection for more successful PPPs. The proposed framework targets envisaged synergies that should feed-forward into more sustainable infrastructure and thereby into more sustainable development
Cooperation in construction projects: concept, antecedents and strategies
No full textpublished_or_final_versionCivil EngineeringDoctoralDoctor of Philosoph
Public-private-people-partnership (4P) for disaster preparedness, mitigation and post-disaster reconstruction
No full textPost-disaster reconstruction, critical in restoring the affected community, provides new opportunities to redevelop the disaster affected region for economic growth, future vulnerability reduction and sustainable development as well. However, previous studies reveal that these opportunities have not been fully exploited. Many reconstruction projects have performed poorly due to various political, administrational, social, and policy/regulation-related reasons.
To address the spotlighted gaps in post-disaster reconstruction, Public-Private-People Partnership (4P) is proposed and developed to procure more sustainable public infrastructure and to improve the overall performance of disaster management (DM) through integrating preparedness and mitigation into reconstruction processes. Public- Private Partnerships (PPP), which have demonstrated superior performance compared to the traditional approach in many infrastructure projects, are the practical and theoretical foundation of the proposed 4P. The integrated 4th P-‘people’ refers to major stakeholders who play critical roles in reconstruction, namely Non-Governmental Organizations (NGOs), local communities, academia, professional groups and media.
A 4P framework, comprising of a procurement framework and a partnership framework, was developed based on the consolidated findings from a literature review and empirical data. The procurement framework provides a three-stage procurement process to deliver a typical 4P project, including planning for post-disaster reconstruction procurement, establishing framework agreement and 4P delivery. Through pre-disaster arrangements formally linking potential participants in advance, it enables targeted 4Ps to mobilize faster, while being more efficient and sustainable. The partnership framework provides the corner-stone of establishing sustainable and successful relationships among multiple participants, to ensure smooth execution of 4P projects. Developed on significant findings from previous research on partnerships/relationship management in the construction industry, it describes the partnership structure, role of each major participant and institutional and relational strategies to improve the partnership/relationship.
A comprehensive research design enabled collection of the data required to achieve each objective of this research project. The first-round semi-structured interviews were conducted to mainly investigate the feasibility of applying PPP in reconstruction and integrating ‘people’ into PPP, so as to narrow down the potential scope of the proposed 4P. Findings from the first-round interviews, current practice and pitfalls in the DM cycle especially in reconstruction were examined in the subsequent two parallel sets of questionnaire surveys targeting DM and PPP professionals. The results derived from 14 first-round interviews and 81 responses received in the questionnaires clearly suggest that 4P has great potential to deliver better performance in reconstruction projects of certain types. Nine second-round interviews helped to test and improve the established preliminary 4P framework. In addition, to further probe into the role of ‘people’, case studies of ‘Project Mingde’, which comprises of three construction projects including a Sichuan reconstruction project, were implemented. The proposed 4P framework, developed based on the above research, was validated through a focus group meeting.
It is concluded that the 4P approach could help realize better performance and sustainable redevelopment in appropriate reconstruction scenarios, as well as contribute to improving the overall DM. The 4P framework also provides a basic methodology and conceptual foundation to procure 4P projects in industry with pointers for future development in academic research.published_or_final_versionCivil EngineeringMasterMaster of Philosoph
Taking forward public procurement reforms in Ghana
No full textThe construction industry in Ghana, like many others worldwide, has had its fair share of damning independent reviews. Huge and unsustainable foreign debt, excessive budget deficits, huge contractual payment arrears, poor construction performance, corruption and pressure from international financial institutions, forced the government to commit to a reform of public procurement, which culminated in the passing of the Public Procurement Act, 2003 (Act 663). The paper outlines the events leading to, and features of, the public procurement reform in Ghana and analyses its potential impact and the unique challenges it presents. Comparisons are also drawn from relevant scenarios in other countries. The paper concludes that while the Procurement Act sets out the legal, institutional and regulatory framework to secure fiscal transparency and public accountability, the sole reliance on traditional contracting and price-based selection limits the scope for the value for money achievable. Expanding the reforms to cover procurement and project delivery methods and strategies, with a focus on ‘best value’, will increase the potential and likelihood of achieving value for money in public construction in Ghana
Relationship management in public private partnership infrastructure projects
No full textPublic Private Partnership (PPP) procurement has developed in many countries, as an
effective way for governments to allay their financial burden and/or improve the
efficiencies of public services. However, PPP has also experienced many ups and
downs in its applications. As a collaborative venture between public and private
sectors, the quality of the relationship between them has been shown to be a key
contributor to the success of a PPP project. However, no study has, as yet,
conceptualized and tested an integrative framework for modeling and addressing the
relational aspect in PPP projects. This study aims to fill this gap. Moreover, the
revamping of PPP in the above direction, would align with what is found to be a much
larger trend, in moving from traditional management to relationship approaches in
project management in general and on built infrastructure projects in particular. The
general purpose of this study is to make an original contribution to relationship
research in PPP, by addressing the importance of this intangible side of PPP, through
developing a strategic relationship management framework for parties engaged in PPP
projects.
Having examined relational research in joint ventures, alliancing and
inter-organisational collaboration, it is found that game theory, transaction cost
analysis and relational contracting have a direct bearing on inter-organisational
relationships in infrastructure projects. Consequently, they are adopted as the
theoretical foundations for this research. This study first investigates the ‘hard side’ of
PPP relationships, analyzing their variables based on semi-structured interviews with
PPP experts. Further, the ‘soft side’ of PPP relationships, is found to be influenced
mainly by inter-organisational trust and commitment. This is also investigated in this
research by intensive literature review of inter-organisational relationships. A
relational variables and indicators model for PPP projects is then developed.
Quantitative research data was collected from two questionnaire surveys, targeting
international experiences. The first survey was aimed to examine the intensifying
and/or moderating effects of various relational variables. The second survey was
designed to identify the Critical Success Factors of relationship management in PPP
context. Qualitative research data was consolidated from a case study and follow-up
structured interviews. Findings from surveys, case study and interviews were then
triangulated to develop a strategic framework for better relationship management for
infrastructure PPP projects.
The findings from this research make a specific contribution to relationship
management research; while the ‘hard’ and ‘soft’ sides provide lenses for both PPP
parties to examine their relationship with their respective partners. The proposed
strategic framework consists of a Relationship Management Scheme and Guidelines
to be implemented in different PPP phases, through addressing the sustainability of
the relationship. It provides an initial scheme or base approach for project parties to
manage the relationships proactively rather than reactively. Besides, this research also
helps to identify relevant relational components that can be incorporated or directly
used in criteria for pre-tender selection. Such screening and special attention to these
critical components can also help to develop more sustainable relationships and attain
better value for money through PPP procurement in practice.published_or_final_versionCivil EngineeringDoctoralDoctor of Philosoph
Industrial management approaches for alleviating critical production wastes in Hong Kong building services works
No full textpublished_or_final_versionCivil EngineeringDoctoralDoctor of Philosoph
Securing payment in the mainland China construction industry: the problems of payment arrears and theirremedial measures
No full textpublished_or_final_versionCivil EngineeringDoctoralDoctor of Philosoph
Revitalising construction project procurement through joint risk management
No full textpublished_or_final_versionCivil EngineeringDoctoralDoctor of Philosoph
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