Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

Abstract

Managing public-private partnership (PPP), particularly in the implementation phase, is both theoretically and practically complex with success largely determined by how well partnerships are managed. Yet, several PPP scholars have noted that little is known about the management competency requirements to effectively manage in a PPP settings; that is described as different from traditional hierarchical 'command-and-control' management forms, and have called for further research to understand this 'black box'. This research has provided a wide-ranging account of the most significant 'soft-management' competency requirements to effectively mange in such a multi-organizational environment. It is suggested that PPP managers should be able to cope with, adapt to and be flexible to respond to changes that are frequent occurrences during the course of the partnership. Being patient and self-motivated were also qualities PPP managers should possess. Social and interpersonal skills, 'scoping in/out' ability, conceptual skills, project management skills, and, communication and coordination skills were also sets of skills important to effectively manage in a PPP settings. Further, PPP managers should also have sufficient technical and project management experience, as well as experience in negotiation and arbitration. PPP managers should be knowledgeable and qualified to manage the construction, operational and the financial aspects of the PPP project. They should also be familiar with, and use specialized programming and scheduling techniques. The findings of this research were based on data collected from in-depth interviews with 21 partner managers in two case study organizations in Jordan.

Dealing with Contract Variations in PPPs: Social Mechanisms and Contract Management in Infrastructure Projects

“…What helped was that the fairness provision in Dutch Civic Law safeguards parties against potential abuse of trust and transparency and the fact that the client and the contractors involved in the EPC agreed to work according to the Market Vision, in which private entities and authorities are encouraged to act in cooperation. In line with the findings of Hertogh and Westerveld (2010) and Mistarihi et al (2012), it was observed that highly skilled and experienced project participants make a real (positive) difference when confronted with variations. Both organizations ensured that they had competent managers in the project, who were well aware of the project environment and the network of related contracts in the DBFM, among other aspects.…”

“…Related to this, Zou et al (2014) found that the commitment of senior executives and the integration of the different divisions and multidisciplinary teams were critical success factors in PPPs. Additionally, Mistarihi et al (2012) discussed the need for PPP managers to be knowledgeable and qualified to manage the social, constructional, operational, and financial aspects of PPP projects. For a PPP setting, they stress the importance of interpersonal skills, the skill of "scoping in/out," conceptual skills, project management skills, and communication and coordination skills.…”

Once The Shovel Hits the Ground: Evaluating the Management of Complex Implementation Processes of Public-Private Partnership Infrastructure Projects with Qualitative Comparative Analysis

“…recall that this was also recognized by the temporary committee on infrastructure Projects (2004b). importantly, if these events are not managed properly, the obtained or anticipated gains in the legal planning, procurement, and contracting phases might be lost in the implementation phase (Mistarihi, Al refai, Al Qaid, & Qeed, 2012). 35 Pressman and Wildavsky ([1973]1984) already showed some forty years ago that expectations and intentions in planning can easily fail in subsequent implementation processes.…”

“…research that has been performed into the management in and of PPPs (e.g., edelenbos & teisman, 2008;Klijn, edelenbos, Kort, & van twist, 2006;, however, has not (always) specifically focused on the implementation processes of the projects. What happens in the implementation of a PPP project -i.e., the construction and delivery which start after the phases of legal planning, procurement, and contracting have been concluded -is generally little studied (Jones & noble, 2008;Mistarihi et al, 2012;Mistarihi, hutchings, & Shacklock, 2013;Weihe, 2008b;) (see also Section 1.4).…”

Financial Gains and Value Loss? The Impacts of Local Mixed Companies

“…These projects – hospitals, roads, residential care facilities – are then leased back to the public sector. This has been justified by presumed advantages of risk transfer, value for money and financial management (Gaffney et al , Ball et al , English and Guthrie , Mistarihi et al ).…”