8.1  Overview

This section outlines a suggested project management structure for the delivery of a successful PPP project.

The public sector procurement team should reflect the breadth of skills brought to the project by a private sector consortium. Experience and knowledge need to be captured, retained and shared to enhance the likelihood of success of future PPPs.

The quality of project resources is one of the most important factors in the success of the project. Therefore, an appropriate team structure with clear lines of accountability should be in place and quality resources applied.  The investment in quality project resources will add significant value to the project, beyond the cost, through more sophisticated and efficient project implementation.

The Project Director is a key resource and is responsible for delivering all critical elements of the project.

The specialist expertise required for the project includes financial, technical, operational and legal skills. The mix of skills and experience will vary by project type.

Internal resources may fill some specialist roles, or they may be seconded to the team. However, external advisors are likely to be required to provide specialist advice and to supplement the internal team.  Figure 8‑1 outlines a typical project management structure, although details will vary depending on the nature of the project.

The skill sets also differ according to the phase of the project. Different skills are required for the procurement phase, versus the construction management phase, versus the contract management phase during operations.

It is important that adequate funding be allocated to project management of PPP projects.

Figure 8‑1:  Project management structure for the procurement phase