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Global Megaprojects: Lessons, Case Studies, And Expert Advice On International Megaproject Management 1st Edition Virginia A. Greiman - Solutions
5. How will the relationship between the contractor, the local and national government, the operator and concessionaire be governed?
4. How will public support for the project be maintained throughout implementation and during operations?
3. Who will be responsible for the construction risk where delays in the completion of projects can adversely affect the business case?
2. Will the P3 model be able to provide the return on investment needed for the private partner?
1. Is the P3 model the best model for public transit?
13. Dispute resolution mechanisms in whatever forum may be agreed by the parties.
12. The public sector will assist the private sector party with any necessary land rights. Subject to approval, the private sector may create security interests over assets, rights, or interests required to secure financing.
11. If any Government support is justified and agreed on a value for money basis, direct payments, contributions in kind, or guarantees may be provided.
10. The PPP project agreement will set out the terms of the PPP arrangement, respective obligations and fees payable to, or tariffs permitted to be levied by, the private sector party.
9. Successful bidders must establish an Ethiopian company as the project vehicle, which may include a public entity as a minority shareholder.
8. The Proclamation envisages various different methodologies for bidding: normally, either a two‐stage process or competitive dialogue. However, direct negotiation may be allowed where there is an urgent need and either (i) the former two processes are considered impractical; (ii) the project is
7. Following any necessary clarifications, technical bids will be opened first and then, for those bids which are responsive, financial bids will be opened. An evaluation report will then be prepared to establish bidder rankings and the results published.
6. A preference margin may be granted to proposals reflecting local participation.
5. Following identification of suitably qualified bidders, they will be invited to submit bids pursuant to a request for proposals issued by the PPP Directorate setting out the technical and financial conditions required to be met.
4. The private sector will be invited to prequalify.
3. Projects will be procured through an open bidding process.
2. Next, a feasibility study will need to be undertaken in order to seek authorization to tender from the PPP Directorate.
1. Once a potential PPP project has been identified, a public sector comparator will need to be developed for initial approval by the PPP Board.
4. The financial viability analysis component assists the user in understanding the process used in conducting an evaluation of the affordability to the public agency of the P3 delivery option and the conventional delivery option.
3. The benefit‐cost analysis component assists the user in understanding the process used in conducting an evaluation of the societal impacts of P3 delivery in comparison with conventional delivery.
2. The value for money analysis component assists the user in understanding the process used in conducting an evaluation of the financial impacts of P3 delivery in comparison with conventional delivery.
1. The risk assessment component assists the user in understanding the process used in identifying, defining, valuing, and allocating risks. The outputs from this component are used as inputs into the value for money, benefit‐cost, and financial viability components.
what are the factors that trigger failure in these projects?
10. What are the critical success factors in PPP development and
9. What are the grounds for termination of a PPP?
8. Will both the public and the private sector receive their expected return on investment and benefits?
7. How can the value of a PPP be assessed?
6. What are the forms for project delivery, i.e., BOT, BOOT, Other?
5. What are the political conditions for investment in the country?
4. Is there a maximum or minimum amount for investment required by foreign investors?
3. Do the laws require that the host country law be applied or do the parties have a choice of law?
2. Is the procurement process open to all investors or are there restrictions on foreign investors?
1. Does the country of investment have laws and a governmental unit governing public private partnerships or is the structure embedded in policy and standards?
A collaborative culture and working relationships
Process for reporting and other communications
A clear system of delegation and process for timely decisions that fall outside the limits of delegation Process for controlling changes
Clear statement of objective and parameters – including arrangement for remedy Sufficient autonomy with a single “controlling mind”
Program governance – which sits beneath this and constitutes all the forums which, in aggregate, control the Crossrail Project in accordance with the delivery strategy
The systems engineer and the program manager have overlapping roles that benefit from shared responsibility sets out delegated authority levels for the board, its committees and subcommittees as well as the scheme of delegated authorities for the executive directors of CRL.
Systems integration is a form of governance that can detect problems and solve them long before they spiral out of control.
Integrated delivery is an approach that integrates people, systems, business structures, and practices into a process that fosters collaboration and trust.
Integration between the systems engineer, the program management team, and the operations team should take place during the earliest phase of the program and continue throughout the life cycle.
Systems engineering is the emerging paradigm in complex environments to transfer the governance from “project based” to“system based” and thereby increase the chance of holistic success(Locatelli et al. 2014).
4. Create a culture of rapid decision making
3. Co‐locate program managers and system engineers in the same building
2. Matrix the functional organization across the integrated project teams
1. Develop a high‐level plan to transition to integrated product teams
Successful end use requires urgency of arrival in‐theater, and sustainability of operations in‐theater.U.S. lives and U.S. missions depend on those weapons systems and platforms.
Weapon systems or platforms have vital end uses in support of mission commitments.
Were common practices, such as risk management, managed in intersecting or parallel paths?
Did critical links exist where they were needed?
Association of Project Management (2019). APM Body of Knowledge, 7the. Buckinghamshire, England: Association of Project Management.How integrated were the practices, tools, and approaches used by chief systems engineers and program managers in a project organization?
Ahola, T., Ruuska, I., Artto, K., and Kujala, J. (2014). What is project governance and what are its origins? International Journal of Project Management 32: 1321–1332.
10. What are some frameworks that would assist in building more sustainable projects and improving quality of life for those vulnerable communities around the world?References
3. How can you measure performance of a governance framework?
2. Why is it important?
1. What does governance structure mean on a public project?
17. Establish an independent Board of directors consisting of sponsor representatives and outside experts to oversee the project that is not compromised by other goals of the larger organization and has sufficient time to devote to the multiple and complex issues faced by the project.Discussion
16. Engage project stakeholders at a level that is commensurate with their importance to the organization and in a manner that fosters trust. Provide organization structure to manage project stakeholders in a consistent forum.
15. If the project governance structure is not given clear direction, the authority of both the project and the organizational governance structure is compromised, resulting in decisions that may not be enforceable.
14. Understand the important distinction between project governance and organizational governance, and clearly separate the decision making of each structure.
13. Ensure that the owner or project sponsor retains decisionmaking responsibility throughout the life of the project, since the sponsor owns both the project budget and the business case for the project. This is particularly important where projects are funded entirely by the government owner.
12. Structure accountability on an organizational level with a single point of contact to provide leadership and drive the project forward.
11. Governance and strategy should be discussed with key stakeholders to determine the appropriate roles and responsibilities and decision‐making authority of all project participants.
10. Ensure the integrity of the financial information and that financial controls and risk management systems are robust and defensible.
9. Scrutinize the performance of management in meeting agreed goals and objectives.
8. Comprehensive information on the project’s or the sponsor’s corporate responsibility policies, including the policy objectives for each CSR area with quantified progress toward their achievement, is critical for effective program management. Create a megaproject social responsibility
7. A megaproject must maintain a clear statement of strategy and vision of governance that is planned during the conception stage.
6. When recommending changes, ensure that the intent of the governance concepts is honored and that the proposed revisions are applicable to and suitable for programs and enterprises beyond your local environment or situation.
5. If governance practices need to be changed, consider how to augment, adjust, or refine existing practices while satisfying local objectives, rather than recommending dramatic changes that may be almost impossible to achieve.
4. Strike a balance between the governance practices that work for most parties and situations with those appropriate for your program.
3. Though high‐level governance practices, such as policies or standards, are created with the intent of being applicable across the organization, generally they cannot account for every possible situation.
2. Be willing to challenge governance if you decide it is not valid or is detrimental to achieving desired results.
1. As you conduct your project activities, ask yourself whether the direction of your results (products, recommendations, etc.) are consistent with the enterprise’s governance structure (Wilson 2009).
Procurement units, municipalities, and users play a greater role in projects in developed compared to developing countries. Less authoritarian client organizations can be expected in developed countries.
The client organization’s top management plays a more influential role (formally and informally) in projects in developing countries.Leadership styles tend to differ between the two contexts:hierarchy, adaptation, and trust are more important in developing countries.
8. Are responsible participants being held accountable?
7. Are project incentives delivering the expected results?
6. Are inconsistent decisions emanating from the project’s governance structures?
5. Is the requisite expertise available through the project employees, or is additional independent oversight required?
4. Have expected project behaviors been effectively communicated?
3. Is project oversight too narrowly focused?
2. Can performance be measured in a timely way, and is it effectively managed?
1. Is the governance structure transparent, and does it instill an ethical culture?
To monitor the delivery of benefits through progress reports and audits and reviews at various phases in the project’s life cycle.To evaluate performance before permitting the project to progress
To empower people to make decisions or to facilitate decisions.
To formalize organizational learning.
To respond to the legitimate rights, expectations, and desires of its
To direct and control its operations and strategic activities.
To ensure the organization receives a maximum return on investment.
Encourage cooperation: effective policies help promote cooperation by limiting opportunistic behavior such as tax evasion‐often through credible mechanisms of rewards or penalties.
Enhance coordination: to change expectations and elicit socially desirable actions by all.
Bolster commitment: to policies in the face of changing circumstances.
How do you maintain a transparent and ethical environment in a megaproject?
Why is the active participation of all stakeholders vital to project success?
Who should decide and how do you hold the decision makers accountable?
What are the essential decision‐making processes and methods?
Which structures have been most effective?
What are the multiple governance structures being used in global megaprojects?
is the meaning and purpose of governance?
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