Performance defined in the project
In the case study taken, India is one of the largest countries where PPP has been adopted and India is considered as the top recipient for the Private Participation in Infrastructure (PPI). With 43 new upcoming projects, the Department of Economic Affairs has taken the PPP with formulation of all bidding documents as well as concession model in the projects (Public?private partnerships from sustainability perspective – a critical analysis of the Indian case, 2018). State government performs same initiative in developing infrastructure sector that are under the jurisdiction of the private investors.
For controlling as well as monitoring the risks of performance in the projects, PPP is one of the infrastructure that is capable of doing so (Chou & Pramudawardhani, 2015). The development of the projects by PPP has many benefits for to maintain the performance risks. Those benefits are addition of private capital, accessing all advanced technology, accessing the managerial practices, and managing all the risks. Risk allocation and EIA (Environment Impact Assessment) are also handled by PPP.
For managing and monitoring the performance between the supplier and the project team, it is important to ensure that all the sections of the society has access to infrastructure service for ensuring the intra-generational equity. There should be a proper livelihood for all and there should be opportunities for seeking more improvements (Delmon, 2017). This is to be done so that the future generation does not compromise. The government should also levy the user fees so that financial resources can be generated for rehabilitation, construction, replacement and redevelopment.
There are basically two types of approaches that are possible. There are bottom-up and top-down approach. The top down approach includes sustainability where the society aspires and then defines the state as sustainability criteria (Greve & Hodge, 2013). In the bottom up approach, there are objectives which defines the relation of the baseline conditions and thus assumes simultaneous achievement.
The actual performance of project infrastructure is the eight sustainability principle that includes livelihood opportunity and sufficiency, intergenerational equity, resource efficiency and maintenance, democratic governance and socio-ecological civility, social-ecological integrity system, and adaption and precaution.
Integrated framework of project team helps in bringing clarity and makes the PPP selection of team a consistent one and also helps in assembling right team for preparing the procurement.
There can be contract management as well as monitoring management in Indian projects which can dispute resolution, account the audit, contract amendment as well helps in changing the scope of the project (Chou & Pramudawardhani, 2015).
The commissioning steps of Indian projects has four phases that includes Project Identification, Project Procurement, Project Development, and Project Management (Greve & Hodge, 2013). These phases have well defined mechanism with draft of standardized Model Concession Agreement as well as bidding the documents that are undertaken by Federal Government.
For leadership approach, Civil Engineering Environmental Quality Assessment and Award Scheme (CEEQUAL) awards are given to the railway embankment projects. The controlling of the project through PPP is mainly done by top down approach which begins with some specifications that are state of sustainability (Chou & Pramudawardhani, 2015). This helps in increasing society aspirations in sustainability principles. There are many researchers who have undertaken many leadership initiatives for developing the sustainable principles.
Monitoring and Controlling the Project Performance Risks
The techniques used for maintaining the projects are lean construction technique that is used for minimizing the construction, maintenance and operation related wastes. There are hierarchical contract models that adopt the concession agreement.
There should be strong as well as consistent leadership to all the employees who works for the project (Greve & Hodge, 2013). This ensures them to deliver the continuous levels for improving the quality of the project that are present in that particular organization. There are many tasks that a leader must refer. The duty of a leader is to show a direction to which the team should proceed. Direction involves achieving the goal of the project, and also take all the professional responsibilities. There should also be alignment in the project that leaders should maintain in a particular project.
The approach of PPP procurement in the public as well as in private sector mainly join forces for delivering the public service or for the facility. In this arrangement, all public as well as private sectors basically contributes the expertise and the project resources and then share the risks that are involved in the project (Haufler, 2013). The main issues that most of the projects of urban India come across is contrasting mindsets as well as distrust among the public sector as well as in private sector, lacking of preparation of projects on public sector, traffic charges included in the public opposition, as well as the right to water for public opposition. All these challenges that some PPP project faces in India includes opposition of local publics in acquisition of land and coordination lack in the public sector by getting permits as well as clearances a sin the case of Mumbai Metro as well as Delhi Gurgaon expressway projects.
Strategies that can be used for dealing the security and the safety issues of project includes procurement process, duties segregation, and ensuring the staffs involved in the financial decisions.
The PPP project should have flexibility in the model concession agreement that is to be designed for reversibility and flexibility (Haufler, 2013). It is also necessary to identify all private sector incentives for adopting precautionary approach.
The social pressure that comes from the activists are protesting against all inequitable resettlement as well as environmental degradation which led in difficulties for implementing the PPP projects. One of the researchers stated that urban PPP projects that are ongoing in India gets cancelled because of social or the environmental protests. The projects such as TimarpurOkhla Integrated Municipal SWM project established in Delhi as well as in Latur water supply are overrunning the time almost one year late because of opposition of the social; communities as well as the local residents that are on the environment as well as on asset transfer grounds (Osei-Kyei & Chan, 2015). The way where the EIA is taken in PPP projects cannot fulfill all the SD goals. As per the norms of the process procurement, there are a number of decisions that are related in designing as well operating the projects which helps in influencing the environmental performance that are made after EIA.
The opportunities that are involved for improving the management in the project life cycle of PPP is developing a framework that is used for selecting the sustainable team players involved in PPP that are based on the assessment of previous performance that are against the technical, relational criteria as well as sustainability (Veselovsky et al., 2015). All such integrated framework can bring clarity as well as consistency while selecting the members of the team in PPP projects and assisting them immensely by assembling a right team for preparing the procurement in the projects.
In this case study the Indian Public Private Procurement (PPP), there are many projects that can be studied under it. The project life cycle can be studied in details which involves Indian projects and all the risks that are associated with the procurement process. All the controlling process, managing the risks, supply chain involved, as well as project leadership were learned. The project leadership approach are also learnt from the Indian Public Private Partnerships. There are many risks that are associated with those project which can be learnt clearly in this research study. Supply chain leadership management are also explained that states leadership is also much important in managing the projects. The team of high performance, controlling the performance risks and monitoring them are analyzed in this study. The techniques that are used for safety and security management are also involved in this project that helps in understanding the safety measures related to procurement of Indian projects. The security and safety issues of the project are also explained in this report. In this report, the way to deal with the safety is also explained with the methods that can identify the threats related with the projects. Leadership management is also explained with the relationship between the approaches of procurement and actual performance of the project infrastructure.
Chou, J. S., & Pramudawardhani, D. (2015). Cross-country comparisons of key drivers, critical success factors and risk allocation for public-private partnership projects. International Journal of Project Management, 33(5), 1136-1150.
Delmon, J. (2017). Public-private partnership projects in infrastructure: an essential guide for policy makers. Cambridge University Press.
FASO, I. B. (2016). Public Private Partnership.
Greve, C., & Hodge, G. (Eds.). (2013). Rethinking public-private partnerships: Strategies for turbulent times. Routledge.
Haufler, V. (2013). A public role for the private sector: Industry self-regulation in a global economy. Carnegie Endowment.
Osei-Kyei, R., & Chan, A. P. (2015). Review of studies on the Critical Success Factors for Public–Private Partnership (PPP) projects from 1990 to 2013. International Journal of Project Management, 33(6), 1335-1346.
Sharma, M., & Bindal, A. (2014). Public-Private Partnership. International Journal of Research (IJR), 1(7), 1270-1274.
Veselovsky, M. Y., Gnezdova, J. V., Menshikova, M. A., Izmailova, M. A., & Romanova, J. A. (2015). Mechanism of use of public and private partnership in order to develop innovative economy. Journal of Applied Economic Sciences, 10(5), 625.
Public?private partnerships from sustainability perspective – a critical analysis of the Indian case. (2018). Retrieved from https://www.tandfonline.com/doi/abs/10.1080/15623599.2016.1146113
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