3.1.1 Set up the project team and governance structure
The complexity and scale of a TEN-T PPP project will usually justify a team-based management approach to ensure that all the required skills are effectively applied.
A common way of implementing effective project governance for PPP project development is by a system of boards or committees. Different systems can be considered, but they normally include: 
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□ A project board, or steering committee, comprising the main public sector stakeholders and led by a senior officer within the public authority that is responsible for delivering the project; and
□ A project management team, responsible for managing the PPP project (including managing advisers) and reporting to the steering committee. Of particular importance is the project director. During the intense procurement phase, this will be a full-time job. The skill set should include familiarity with private business as well as an understanding of how government administration works.
| The governance structure of a cross border TEN-T project is likely to be particularly complex. In this case, it will be necessary to consider the following □ The impact of different approval and accountability arrangements across the two or more jurisdictions; □ The implications of differing legal structures (see Section 2.1) □ Arrangements for chairing the project board or steering committee; □ The language in which the board will conduct its business and, where necessary, translation arrangements for reports; □ The issue of whether there will be one project management team (and project director) or two and, in the latter case, how interface issues will work; and □ In a competitive dialogue, or negotiations, how will it be ensured that the management of information to the bidders is appropriately controlled? A project board, or steering committee and, in certain cases, even a project team, may benefit from the presence of experts from the TEN-T Executive Agency. The options for this engagement can be discussed with the Agency. |