Risk management in the Lusoponte concession—a case study of the two bridges in Lisbon, Portugal

Lemos, Teresa de; Eaton, David J.; Betts, Martin; Almeida, Luis Tadeu de

doi:10.1016/s0263-7863(03)00013-9

Cited by 45 publications

(34 citation statements)

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“…The case studies were two UK Prisons (combined as one study), a Portuguese Bridge, a UK Military development, and a very small UK 'unbundled' primary school. (Eaton, 2001;2005, De Lemos & Eaton, 20032004. ) These case studies have not been articulated in this paper.…”

Section: Theoretical Model Developmentmentioning

confidence: 99%

An evaluation of the stimulants and impediments to innovation within PFI/PPP projects

Eaton

Akbıyıklı

Dickinson

2006

Construction Innovation

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This paper identifies the theoretical stimulants and impediments associated with the implementation of PFI/PPP (Private Finance Initiative/Public Private Partnership) projects. A current defect of this procurement approach is the unintentional constraint upon the innovations incorporated into the development of PFI projects. A critical evaluation of the published literature has been utilised to synthesise a theoretical model. The paper proposes a theoretical model for the identification of potential innovation stimulants and impediments within this type of procurement. This theoretical model is then utilised to evaluate four previously completed PFI projects. These project case-studies have been examined in detail. The evaluation demonstrates how ineffective current procedures are.The application of this model before project letting could eliminate unintentional constraints and stimulate improved innovation within the process. The implementation of the model could improve the successful delivery of innovation within the entire PFI/PPP procurement process.

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Section: Theoretical Model Developmentmentioning

confidence: 99%

An evaluation of the stimulants and impediments to innovation within PFI/PPP projects

Eaton

Akbıyıklı

Dickinson

2006

Construction Innovation

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“…This research focuses primarily on project management practices in Portugal among municipal branches of government by surveying project managers from 70 percent of the main administrative Portuguese regions. Much of the previous research on public sector projects in Portugal has focused on case studies of individual projects or comparisons of a limited number of projects (see e.g., Brinkerhoff & Ingle, 2006;Lemos et al, 2004;Golabi & Pereira, 2003). The findings of this research should be useful to project management researchers and practitioners, as it seeks to determine what types of project manager knowledge and skills are more relevant at the planning and implementation stages of the project.…”

Section: Introductionmentioning

confidence: 97%

Discerning Interrelationships among the Knowledge, Competencies, and Roles of Project Managers in the Planning and Implementation of Public Sector Projects

Gomes

Yasin

Small

2012

International Journal of Public Administration

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This study uses information gleaned from a sample of 102 public sector project managers to assess the interrelationships among project manager roles, responsibilities, and competencies in the planning and implementation stages of the project life cycle. The results of confirmatory factor analysis and structural equation modeling revealed that project managers use different subsets of their skills to influence outcomes at these two stages of the project. For example, while the project manager's organizational and technical skills tend to have some influence during the project planning stage, managerial, leadership and people skills appear to have more influence during the project implementation stage. Implications of these and our other findings for the practice of project management in public sector organizations are discussed.

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“…identification, assessment and allocation) reports findings concerning mature PPP markets. The analysis of case studies, usually on a national level has been seen by academia and development institutions (Songer et al, 1997;Lam, 1999;Spackman, 2002;Thomas et al, 2003;de Lemos et al, 2004;Queiroz, 2005;PPIAF, 2006;Singh and Kalidindi, 2006;Ng and Loosemore, 2007 and others) as a means to assist in PPP success by presenting the most pronounced risks and best practices in risk allocation.…”

Section: Introductionmentioning

confidence: 99%

Public–private partnership projects in Greece: risk ranking and preferred risk allocation

Roumboutsos

Αναγνωστοπουλοσ

2008

Construction Management and Economics

135

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Project participants, through experience, have an initial perception and predisposition towards risk and the types of risks they are willing and able to undertake. This is equally true for parties interested in public-private partnership (PPP) projects. These initial positions have been registered for the major Greek PPP market stakeholders potentially involved in a PPP arrangement through a survey covering all candidate construction companies, interested financing institutes and a number of public sector entities to be involved in PPPs. Findings revealed that stakeholders were, for the majority of risks identified, in agreement as to preferred risk allocation. Risk allocation preferences for construction companies were compared with similar findings for the UK, a mature PPP market, indicating a possible learning/maturing process based on the particular country background. Conclusions add to other surveys carried out on the subject and should enable public sector clients to establish a more efficient framework for risk allocation, thus reducing negotiations prior to contract award and minimizing the risk of poor risk distribution.

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Risk management in the Lusoponte concession—a case study of the two bridges in Lisbon, Portugal

Cited by 45 publications

References 1 publication

An evaluation of the stimulants and impediments to innovation within PFI/PPP projects

An evaluation of the stimulants and impediments to innovation within PFI/PPP projects

Discerning Interrelationships among the Knowledge, Competencies, and Roles of Project Managers in the Planning and Implementation of Public Sector Projects

Public–private partnership projects in Greece: risk ranking and preferred risk allocation

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