The purpose of the study was to identify and rank the prevalence and severity of risk factors construction cost overrun in Public-Private Partnership projects using a case study of Sondu-Miriu Hydroelectric Power Project in Kisumu County, Kenya. This study adopted a descriptive design and collected quantitative data analysed quantitatively using descriptive statistics. In total, 85 persons were identified to have taken part in the management and implementation of the study from whom a sample size of 71 participants was obtained. Questionnaires were emailed to the participants providing details of the study and requesting their participation. The study ranked the risk factors based on prevalence and severity from most prevalently severe to least prevalently severe as design changes, emerging tasks affecting delivery, construction task breakdown structure, design variations and failure of contractors to complete different tasks. Thus, stakeholders should participate fully in the project from design to avoid design changes leading to cost overrun. During implementation, the contractor and construction manager should device mechanisms to anticipate changes in the political environment as such changes determines government policies and decisions affecting the project funding, design and scope.

Efficient management of construction works should focus its attention on utilizing labour, equipment, and raw materials in the right way. Besides, they claim that responsible parties should evaluate labour productivity continuously and that cost control measures should be developed. Low productivity witnessed in construction is linked to internal challenges including disputes, abandonment of projects, excess budget, and time overlaps. The objective of the study was to determine the financial effect of labour related risks on completion of PPP projects. A descriptive survey design was used with simple random sampling targeting 85 members of the management team at the completed Sondu-Miriu Power project. The participants were administered with questionnaire which were sent by mail (in some cases) and selected participants encouraged to respond. Data obtained was analysed through SPSS platform using descriptive statistics and Pearson Moment correlation as inferential statistics. The study found that labour related risks in construction PPP projects included failure by employees and experts to complete assigned tasks, injuries and deaths, changing labour demands during the project as well as cases of go slow. Construction labour related risks affected the financial cost, time and quality of work performed in the construction project. The study concludes that labour related risks have a financial effect on completion of PPP projects such that as the risks increase, the financial cost increases. The study recommends that more focus should be placed on the identification and recruitment of project staff as well task allocation.

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In development projects especially those of construction in nature, working within the time schedules is paramount and normally an issue of conflict. Emergence of Public Private Partnership to remedy delays in project has not been that perfect but provides a platform for risk sharing between stakeholders. This study borrowed on contingency theory to investigate the extent to which time overrun related risks impact on project delivery through PPP models. In the null, the hypothesis that time overrun related risks do not have an influence on project delivery was tested using entire management team of the completed construction project sampled randomly to give 71 participants. Questionnaires and interview schedules were applied to obtain research data. Quantitative and qualitative techniques were used in analysis where regression analysis was used to determine variable effects. The null hypothesis was tested at 95% confidence level and found that there was a strong negative correlation between the variables, r (38) = -0.975 (p<.05) which implies that construction time overrun related risks significantly influence project delivery. Thus, the null hypothesis was rejected. The study recommends that stakeholders in PPPs should come together at initial stages to ensure that project drawings are made and approved in time to facilitate speedy execution of the overall project and avoid unnecessary design changes by involving all stakeholders to reduce time overrun.