1. Edition - February 2010
89.90 Euro
2010. 264 Pages, Hardcover
ISBN-10: 1-4051-8855-3
ISBN-13: 978-1-4051-8855-5 - John Wiley & Sons






Sample Chapter

Detailed description
"The book not only gives a clear picture of the policy and strategic framework of PFI/PPP projects, the governance and knowledge management issues through different phases from planning, design development to operation and service delivery and the processes associated with each phase, but practical tools, methodologies and capabilities needed to deliver PFI/PPP projects in a range of sectors are also explained. It clearly demonstrates the key imperatives that are the hallmark of successful programmes and projects no matter what there method of funding or delivery.

I have no doubt that, in undertaking the programmes and projects that I am responsible for delivering and in undertaking OGC Gateway Reviews, to support clients delivering their own programmes and projects, I will draw on the material contained in this book."
--From the Foreword by Rob Smith, Director of Gateway Reviews and Estates & Facilities, Department of Health

There is a growing demand worldwide for transport, healthcare, education, energy and water infrastructure. However, government resources are often insufficient to meet the needs of new projects and to upgrade existing infrastructure. Private participation in public infrastructure is therefore increasing but the respective roles of the public and private sectors are the subject of intense debate. This has led to renewed interest in public-private partnerships in developed and developing countries.

Governance and Knowledge Management for Public-Private Partnerships shows how effective governance and knowledge management can improve the performance of PFI/PPP projects. It provides an in-depth understanding of different dimensions of governance and how they affect project management structure, processes, and decision-making ability of actors and teams involved in PFI/PPP projects. The role of knowledge management strategy, the need for benchmarking knowledge management efforts, specific tools and methodologies for capturing, sharing and applying knowledge to accelerate learning and capacity building are also examined.

The book is essential reading for all those involved in PFI/PPP projects, including policy makers, industry practitioners, academics and students. The practical tools for governance and knowledge management it offers make this book particularly useful for consultants, contractors and client organisations.

From the contents
PART I.

Chapter 1: Introduction.

The Context.

Drivers of PPP/PFI.

Key features of PPP/PFI.

Changes and Development of PPP/PFI.

Importance of Good Governance and Knowledge Transfer.

Organisation of the Book Chapters (Parts I, II and III).

Chapter 2: Nature and Characteristics of PPP/PFI Projects.

Introduction.

Definitions and Key principles.

The Policy Framework.

Public and Private Sector Roles.

Stakeholder Analysis.

Management and Implementation Structure.

European and International Perspective.

Concluding Remarks.

References.

Chapter 3: Key Stages and Issues in PPP/PFI Delivery.

Introduction.

Planning, Procurement and Operation.

Bidding Cost and Development Timescales.

Risk Allocation and Management.

Whole Life Cost and Funding.

Innovation and Sustainability.

Value for Money.

Key Tests of Affordability, Bankability and Competition (ABC).

Service Delivery and Performance.

Concluding Remarks.

References.

.

PART II.

Chapter 4: Governance and Project Delivery of PPP/PFI projects.

Introduction.

Definitions and Dimensions of Governance.

Project Approval Processes.

Project Controls and Accountability.

Post Project Evaluation and Knowledge Transfer.

Project Management and Performance.

Critical Success Factors.

Concluding Remarks.

References.

Chapter 5: Case Studies on Governance in NHS PFI projects.

Introduction.

Case Study A - Early Wave PFI Schemes.

Case Study B - Early Wave PFI Schemes.

Case Study C - Complex Multi-Trusts Scheme Co-located on a Single Site, Case Study D - Complex Multi-Site Scheme Involving Merger of Two Trusts.

Reporting Structure and Levels of Responsibilities.

Effective Controls.

Project and Risk Management.

Critical Success/ Failure Factors and Project Outcome.

Lessons Learned and Need for Knowledge Transfer.

Concluding Remarks.

References.

PART III.

Chapter 6: Knowledge Management in Project Organisations.

Introduction.

Role of Knowledge Management in Project performance.

Types of Knowledge.

Learning in Project Organisations.

Knowledge Transformation Processes.

Developing a Business Case for Knowledge Management.

Benchmarking Knowledge Management Strategy.

Concluding Remarks.

References.

Chapter 7: Case Studies on Knowledge Transfer in PFI/PPP Projects.

Introduction.

Case Study E - Public Sector Client.

Case Study F - Special Purpose Vehicle.

Case Study G - Consultant and Adviser.

Case Study H - Design and Build Contractor.

Key problem Areas and Scope for Learning.

Improvement Capability and Organisational Readiness.

The Need for Knowledge Transfer.

Concluding Remarks.

References.

Chapter 8: The PPP/PFI Knowledge Transfer Framework.

Introduction.

Key Development Stages.

Improving Participation and Exploring Opportunities.

Building a Knowledge Map and Transfer Capability.

Implementing a Knowledge Transfer Action Plan.

Evaluation of Framework.

Industrial Application and Benefits.

Concluding Remarks.

References.

Chapter 9: Future Knowledge Management Challenges in PPP/PFI Projects.

Key Issues and Challenges.

Role of Knowledge Management in Governance.

Developing Explicit Knowledge.

Best Practice and Guidance Documents.

Knowledge Centres.

Developing Tacit Knowledge.

Training and Capacity Building.

Research and Development.

Concluding Remarks.

Chapter 10: Conclusion