3.6.1 It is vital that the procurer's named project manager can negotiate within a clear brief and mandate from the project sponsor, has a clear line of communication to management in the procuring organisation who have the appropriate level of authority, and is able to devote enough time to the project.
3.6.2 The time involved in managing a PFI project properly is often underestimated. PFI Project Management training is available for civil servants as part of the Treasury Taskforce's PFI training programme. However, where there are doubts about project delivery, where departments lack internal project management expertise or where the project manager has other additional time pressures, project management expertise may be brought in from outside. Although, in such cases, the procurer's project manager should still take overall responsibility for ensuring that the procurement is carried out in a satisfactory manner and in accordance with the required timetable.
3.6.3 External project management advisers should have a full and practical understanding of the 14-stage PFI procurement process (see the Taskforce's Step By Step Guide to the PFI Procurement Process, April 1998), including:
• key elements of the outline business case and the development of the reference project/public sector comparator;
• identifying and evaluating risks;
• standard OJEC notice, tendering procedures and shortlisting;
• ITN and negotiation with bidders; and
• drafting contracts and contract management.
3.6.4 There should be a clear distinction between the procuring client, who is responsible for delivering the user requirement, and the project manager, who manages the team and expedites the procurement process, including the co-ordination of all other external advice.