Critical Success Factors in Winning BOT Contracts

Tiong, Robert L. K.; Yeo, Khim‐Teck; McCarthy, Siobhan C.

doi:10.1061/(asce)0733-9364(1992)118:2(217)

Cited by 124 publications

(62 citation statements)

References 5 publications

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“…Additionally, these existing factors are good references for studying the sustainable implementation of the PPP project. Among them, all of the CSFs mainly involved four types, i.e., the public sector-related factor [11,17,29], the private sector-related factor [12,13], the environment-related factor [26,29,30] and the factor of the process of services provision [11,16,45,47,49]; these findings are also good references for determining the CSFs and questionnaire design. However, all of the previous studies determined the critical success factor for the PPP project, but the interrelationships among CSFs were ignored; and the variable of the public in PPP is also not included in the CSF framework constructed in the previous research.…”

Section: Critical Success Factors Of Ppp In Infrastructure Projectsmentioning

confidence: 93%

“…[12]. Tiong et al suggested that the private sector must consist of highly qualified professionals with the requisite financial engineering skills [16], sufficient operation experience or adequate investment funding [47]. Moreover, sufficient past experience will inform the parties as to what might or might not happen over a project's life-cycle, and the firm can use its past experience to predict or assess risks so that an efficient risk allocation can be achieved by decreasing the complexity and simplifying the process in the current setting [65][66][67].…”

Section: Hypothesesmentioning

confidence: 99%

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Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects

et al. 2016

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Abstract:Examining the interrelationships among critical success factors (CSFs) for public private partnership (PPP) projects is of importance for improving PPP project performance and maintaining the sustainability of PPP project implementation. Previous studies mostly focused on the identification of the CSFs for PPP projects; limited studies investigated the interrelationships among CSFs. Hence, the research objectives are (a) to determine the interrelationships among CSFs of PPP projects taking into account the public and (b) to identify influence paths contributing to take advantage of CSFs in the process of PPP implementation. A literature review and expert interviews were adopted to construct the CSFs framework; nine hypotheses were constructed and tested by the structural equation modelling (SEM) based on the data collected from a questionnaire survey. This research reveals that the relationship between public and private partners is the leader-follower relationship, not the partnership relationship, in PPP projects, indicating that the responsibilities, power or resources existing among partners are very unequal. It also highlights that public involvement has a negative effect on the process of service provisions, and costs and risks exist in the process of public involvement in PPP projects. The determined interrelationships among CSFs will contribute to the sustainability and success of a PPP project.

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Section: Critical Success Factors Of Ppp In Infrastructure Projectsmentioning

confidence: 93%

Section: Hypothesesmentioning

confidence: 99%

Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects

et al. 2016

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“…This can be achieved by gathering all the related variables from the database of previous projects and the project environment, (e.g., conditions in the host country, the characteristics of the project and its location). The BOT project risk factors can be selected by evaluating a wide range of risk factors and their sub-factors can be obtained from the literature, (Tiong 1990(Tiong , 1995a(Tiong , b, 1996Tiong et al 1992;Levy 1996;UNIDO 1996;Gupta, Narasimham 1998;Ranasinghe 1999;Ozdoganm, Birgonul 2000). The second stage is to identify the variables and classify them after removing the redundant ones.…”

Section: Methodsmentioning

confidence: 99%

Risk Management Framework for Build, Operate and Transfer (Bot) Projects in Kuwait

Al-Azemi

Bhamra

Salman

2014

Journal of Civil Engineering and Management

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Abstract. Successful implementation of build-operate-transfer (BOT), infrastructure projects is dependent on a full and thorough analysis of factors that include social, economic and political, amongst others. Alongside the financially focused evaluations, qualitative factors will also have a strong impact on the project and so require specific techniques for the analysis. This paper presents a new evaluation framework, based on the analytical hierarchy process technique, for use in assessing the most common and significant decision factors relating to risks in BOT projects. Consultations with an expert group identified a series of risk decision factors. The results produced twenty-eight critical Risk Factors, which have a particular impact on the risks of BOT projects. The project risk framework was constructed by classifying the factors into five categories. The framework was successfully validated using a BOT project case study. This research seeks to make a valuable contribution to the field by having developed and validated a new risk evaluation framework, focused on BOT projects in Kuwait.

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“…The interest in project success factor was rising until there was assumption that project success factor should stand alone due to diversity of projects in environmental variables, the nature of participant's organisation, and the prioritisation of project goals (Belassi & Tukel, 1996;Liu, 1999). In relation to this assumption, the concept of CFS may be applied to the project per se, the consortium that sponsors the project, and the political, social, and economic environments where the project is located in Build, Operate, and Transfer (BOT) projects (Tiong, Yeo & McCarthy, 1992). In the same vein, within the building construction projects, Sanvido, Grobler, Parfitt, Guvenis & Coyle (1992) suggest another four CSFs namely a comprehensive facility team, teamwork boosting policy, sufficient of experience in handling various aspects of facilities, and information optimisation in the planning and design stage.…”

Section: Project Success Factorsmentioning

confidence: 99%

Reviewing the Notions of Construction Project Success

Wai¹,

Yusof²,

Ismail³

et al. 2011

IJBM

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Defining project success is an elusive topic. The lack of an agreed definition for project success has long been the reason for failing to define and evaluate success. In fact, the matter of whether or not it is necessary to define success remains a huge doubt. The topic may become more complicated in the context of construction industry. The reasons are high inherent risk, one-of-a-kind end product and vulnerable to various uncertainties. As the construction project success expands rapidly, the need for identification of new research area increases simultaneously. This paper, therefore, provides a review of the project success notions and proposes a conceptual framework that identifies the relationship between success factors and criteria as a new research area in construction project success. This paper will help researcher to identify the most devoted notions of construction success and attract more researches to enhance the construction project success.

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Critical Success Factors in Winning BOT Contracts

Cited by 124 publications

References 5 publications

Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects

Examining the Interrelationship among Critical Success Factors of Public Private Partnership Infrastructure Projects

Risk Management Framework for Build, Operate and Transfer (Bot) Projects in Kuwait

Reviewing the Notions of Construction Project Success

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