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Infrastructure projects in Greece suffer from systematic slippage both in preparation and execution, with an average of 23 months of slippage in preparation/design and 28 months of slippage in execution/construction (Source: PwC, Infrastructure in Greece, 2019).
In the next years starting in 2021, Greece is expected to receive huge amounts of funds under the next Multiannual Financial Framework (Recovery and Resilience Facility and European Structural and Investment Funds) to implement large infrastructure projects of national importance in a given time-frame.
To meet this challenging goal the Greek Authorities have to find a way to accelerate projects and maximize the absorption of the EU funds. Professional Infrastructure Project Preparation is required, eventually supported by experienced international institutions.
In the following document, the key principles and global best practices in infrastructure project preparation are summarized. Is the Greek Public Sector able to apply them during the next years successfully?
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Infrastructure projects in Greece suffer from systematic slippage both in preparation and execution, with an average of 23 months of slippage in preparation/design and 28 months of slippage in execution/construction (Source: PwC, Infrastructure in Greece, 2019).
In the next years starting in 2021, Greece is expected to receive huge amounts of funds under the next Multiannual Financial Framework (Recovery and Resilience Facility and European Structural and Investment Funds) to implement large infrastructure projects of national importance in a given time-frame.
To meet this challenging goal the Greek Authorities have to find a way to accelerate projects and maximize the absorption of the EU funds. Professional Infrastructure Project Preparation is required, eventually supported by experienced international institutions.
In the following document, the key principles and global best practices in infrastructure project preparation are summarized. Is the Greek Public Sector able to apply them during the next years successfully?
Towards an effective governance framework for infrastructure - Ronnie Downes,...OECD Governance
This presentation was made by Ronnie Downes, OECD, at the 11th Annual Meeting of Central, Eastern and South-Eastern Senior Budget Officials (CESEE SBO) held in Warsaw, Poland, on 21-22 May 2015.
This presentation was made by Ana-Maria Ruiz Rivadeneira, OECD, at the 12th Annual Meeting of the OECD Network of Senior PPP and Infrastructure Officials, held in Paris on 16 April 2019.
This session will introduce public private partnerships, focusing on how they are structured and risk allocation principles. Public-private partnerships are a form of risk allocation, and thus are part of a toolbox to be utilized by participants in developing a plan for moving from project concept to bankable project proposal.
o OBJECTIVE: Participants will understand basic principles of public-private partnerships and how PPPs can help improve the efficiency and sustainability of a project.
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API CollegeSBM 1101 & 1102 &1201Project Fundamentals 1,.docxjustine1simpson78276
API College
SBM <1101 & 1102 &1201>
<Project Fundamentals 1,2, 3>
Improving the public transportation system
in Hanoi, Vietnam
Team Member Names:
201403459 thu ha nguyen
201501355 aiai chen
20 September 2015
SBM <1201> <Improving the public transportation system in Hanoi, Vietnam> Page 2
Table of Contents
1 Project title 3
2 Introduction 3
3 Project Information 3
3.1 Project background 3
3.2 SWOT Project Analysis (strengths, weaknesses, opportunities and threats) 4
3.3 Scope statement 4
3.4 Objectives, assumptions and perceived constraints 5
3.5 Expected outcomes/benefits 5
3.6 Expected outputs and application 6
3.7 SBM1201: High level WBS (project phases) 7
3.8 SBM1201: High level project timeline 8
3.9 Success criteria 9
4 Literature Review 9
4.1 Strategic Intent&Business Case&Framework and Governance 9
4.2 Stakeholders, communication and integration management 11
4.3 Scope management 12
4.4 Time management 13
4.5 Cost Management 13
5 Project Planning and Methodology 14
5.1 The strategies to ensure the project is business case driven/proper integration management 14
5.2 The strategies for the management of Human Resources, communication and Stakeholder Management Teams Management 15
5.3 The strategies for the management of Project Scope, Time and Cost 17
5.4 Change management approach 17
6 Summary 19
7 Bibliography 20
Project title
Improving the public transportation system in Hanoi, VietnamIntroduction
The aim of this project is to improve public transportation system and upgrade existing public infrastructure in Hanoi, Vietnam. Traffic issue has becoming the worst problem for a long period of time. By experiencing fast growth in national as well as local economic development, demands for public transport increasing as expected; whereas local residents and road users are apparently not satisfied with current poor transpiration system. Therefore, actions should be done and improvement project is required.
This report will outline details of the project, how it will be managed and the measures to ensure its success. Objectives with assumptions and constrains of this project are identified. Following by the expected benefits and outcomes of this project. SWOT analysis regarding on the project’s strength, weakness, opportunity and threat is also demonstrated within this report. Beside, the report will also provides a high level of Work Breakdown Structure and timeline of the project.
The last section are based on literature review on several aspects, include strategic intent, business case and framework and governance. In addition, the major focuses on literature review are basically about Project Management Body of Knowledge (PMBOK). The main knowledge areas examined in this report are stakeholders, human resources, communication, integration, scope, time and cost management.
Project Information
Project background
Hanoi, as the capital city of Vietnam is facing the most pressing problem: transportation. The most obvio.
Towards and Integrated Governance Framework for Infrastructure by Ian Hawkesw...OECD Governance
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API CollegeSBM 1101 & 1102 &1201Project Fundamentals 1,.docxjustine1simpson78276
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Improving the public transportation system in Hanoi, VietnamIntroduction
The aim of this project is to improve public transportation system and upgrade existing public infrastructure in Hanoi, Vietnam. Traffic issue has becoming the worst problem for a long period of time. By experiencing fast growth in national as well as local economic development, demands for public transport increasing as expected; whereas local residents and road users are apparently not satisfied with current poor transpiration system. Therefore, actions should be done and improvement project is required.
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One of the key issues facing the roll out of carbon capture and storage (CCS) will be the availability of commercial finance to support the significant capital investment needs of the industry. Whilst a small number of projects have begun early discussions with debt finance providers, the appetite for, and understanding of, CCS in the financial sector has not been widely tested to date. With this in mind, the Global CCS Institute recently commissioned Societie Generale to take the pulse of the international finance community to determine the awareness, understanding and appetite for financing CCS projects with debt.
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Fostering Infrastructure Investment in the MENA Region Managing Risk in Uncertain Times
1. MENA – OECD INVESTMENT SECURITY IN THE MEDITERRANEAN
(ISMED) WORKING GROUP
INAUGURAL CONFERENCE
Fostering Infrastructure Investment in the MENA Region
Managing Risk in Uncertain Times
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
1
2. Managing risk in Infrastructure project in the MENA region
The PPP: contractual mode well adapted to large, complex and
innovative infrastructures
Risk management: is more a matter of good understanding of
the PPP’s basic concepts than of peculiarities of the MENA zone
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
2
3. Introduction: a fast overview of the PPP in the other zones (1)
Situation in the UK:
Situation in LDCs:
Some success, mostly failures
Situation in North America:
Development and brake: UK Treasury note leading to PF 2.
Main Issues and changes: transaction and financial costs, lack of
transparency, speculative profits, inflexible standard
contracts, reevaluation of risk allocation, etc.
Development in Canada (essentially PFI/PPP)
Very little in the USA but seriously considered
Situation in France:
17/12/2013
Numerous concession/PPP in operation: not much controversy.
Development of PFI/CP/PPP: some controversy: stadium, hospital,
public building complex.
Managing Risk in Infrastructure projects in
the MENA Region
3
4. Introduction: PPPs are controversial. Why? (2)
The PPP delivery method is made of sets of complex elements, hardly never
aggregated in a single contractual arrangement: very little practice in most
countries
Concessions and other PPPs remain to be defined in most jurisdictions: no
satisfactory definition at international level.
Conclusion: It is necessary to clarify at the outset the meaning of PPP (too
much confusion leading to inappropriate conclusions and hazardous
decisions).
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
4
5.
A growing consensus between international practitioners
Two families
PFI or CP/PPP: Recovery from public funds over the years and no
transfer of the operation of public service.
Concession/PPP: Recovery entirely or mostly from end users of the
service, structured transfer of a full operation of a public service
(but not privatization).
The rationale for the definition
Some common features between the two families but:
17/12/2013
Substantial differences on the risk and reward matrix
Substantial differences in bid preparation, procurement,
contract conditions, public service obligations, regulation,
etc.
Managing Risk in Infrastructure projects in
the MENA Region
5
6. The need of PPP in public infrastructure service sector: the PPP gap
and its consequences
Evaluation of the current situation of PPP projects in emerging and LDCs
Projects in distress:
More than half of them after only 2 years of operation, for
contracts which should have lasted for several decades.
Projects in the drawing board but never implemented:
75% of the projects announced and more or less prepared from an
engineering side are aborted.
Projects which could have been developed but never considered: any
statistic?
Likely more than 50% of all other projects announced. How to
approach this critical matter for reaching the development
objectives?
Focus in MENA region: PPP is no more an option, but a top priority
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
6
7. Developing pipelines of resilient PPPs: is an illusion? (1)
Lessons learnt
Projects insufficiently prepared by the public bodies:
absence of correct identification of needs,
too often vague definition of the objectives and the
functionalities which the project will have to fulfill,
insufficient measure of the likely impact of the project on the
economy of the zone,
return on the public finances over the project life cycle,
budgetary sustainability,
research for elements demonstrating relevance of the choice of
this form of Govment Procurement compared with the other
traditional forms of Govment Procurement,
quality of the technical studies, the traffic /
attendance, design, etc.
Focus in MENA region: PPP is no more an option, but a top priority
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
7
8. Developing pipelines of resilient PPPs: is an illusion? (2)
Lessons learnt
Pricing and willingness / capacity to pay from users for the projects
undertaken through the concession style contract.
The misunderstanding or the deficient application of “best
practices/Golden rules/ policies” adapted to this nature of project, a
contract law and contractual clauses inappropriate.
Institutional and legal architecture to be improved.
Focus in MENA region: PPP is no more an option, but a top priority,
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
8
9. Developing pipelines of resilient PPPs: is an illusion? (3)
In spite of apparent financial constraints and prima facie perception
of risks, the future of PPP in the core public service infrastructure
sector is promising.
The list of core issues preventing large scale PPP development goes
well beyond a traditional list of issues and related solutions and
best practices proposed.
Unless main core issues are addressed in a holistic manner, there
are insufficient chances to have better statistics on PPP in many
areas.
For many core issues, the formulation of related best practices
remains to a large extent to be designed in an authoritative manner.
PPIAF reference book on PPP of 2012: “the state of knowledge [on
PPP] is not well enough developed to prescribe best practices”.
Focus in MENA region: PPP is no more an option, but a top priority
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
9
10. Prioritization needed in order to make a “leap frog” for the success
of pipeline of PPP projects (1):
Not to spend too much further on capacity building or assistance
programs since key messages to be delivered in an integrated manner
have not yet reached out the international community, or the
consultancy world.
TOP PRIORITY IS TO AGGREGATE USEFULLY AND, AS EFFICIENTLY AS
POSSIBLE, THE LESSONS LEARNT THROUGH THE WORLD AND TO
FORMULATE BEST PRACTICES OFTEN OF UNIVERSAL USE.
Then put those best practices, including related guidance note and various
documents and templates, at the disposal of the international consultants
and international community for contributing to the drafting regional or
State laws, or securitizing existing projects or projects in the pipeline.
Focus in MENA region: PPP is no more an option, but a top priority
17/12/2013
Managing Risk in Infrastructure projects in
the MENA Region
10
11. Prioritization needed in order to make a “leap frog” for the success
of pipeline of PPP projects (2):
In a nutshell, the core issues which prevent pipelines of PPP
development in LDCs can be summarized as follows:
project planning and prioritization
project preparation
content of bidding documents/procurement
contract conditions
underlying legal principles
central level institutions
local level institutions
use of outside really qualified experts and consultants
Concession/PPP Self-Evaluation Index
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12. Conclusion I
A widely shared report
A working program proposal by a team of selected PPP’s experts
A carefully designed methodological approach aggregating lessons learnt and
tested
The content of the work program (1)
Gathering representative and useful raw materials adapted to MENA
region
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Identifying the materials
Searching or gathering the materials
Sorting and reviewing the materials
Analyzing the materials
Blueprint of concept notes or position memorandums
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13. Conclusion II
A widely shared report
A working program proposal by a team of selected PPP’s experts
A carefully designed methodological approach aggregating lessons learnt and
tested
The content of the work program (2)
Drafting concept-notes and memorandums
For the purpose of packaging and disseminating the
information
For the purpose of training
For the purpose of e-learning
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14. Conclusion III
A widely shared report
A working program proposal by a team of selected PPP’s experts
A carefully designed methodological approach aggregating lessons
learnt and tested
To set up a high level expert group addressing the issues
The need of a neutral, high level and truly experienced
international/regional expert team.
The need of an expert team able to work efficiently in a coordinated
manner.
The very limited number of international/regional experts able to qualify
for working in such a team.
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15. Conclusion IV
A widely shared report
A working program proposal by a team of selected PPP’s experts
A carefully designed methodological approach aggregating lessons learnt and
tested
How to achieve these high standard goals?
Respect strict obligation to become a full member:
A prescriptive charter offering the best guarantees of:
- Professionalism,
- Neutrality,
- Efficiency,
- Cost limitation.
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16. Thank you for attention
Joint presentation and proposals by:
Institute of International French Legal Experts (IFEJI)
Marc Frilet : Vice-President
&
Confederation of International Contractors’ Association (CICA)
Roger Fiszelson : Director General
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