Document Type

Theses, Ph.D

Rights

Available under a Creative Commons Attribution Non-Commercial Share Alike 4.0 International Licence

Disciplines

Construction engineering

Publication Details

Research Institute for Built and Human Environment (BuHu) University of Salford, Salford, UK

Submitted in Partial Fulfilment of the Requirements of the Degree of Doctor of Philosophy 2007

Abstract

By 2003 the first Irish Public Private Partnership (PPP) projects had reached the operational stage. Media reports were emerging of significant differences in the effectiveness of these projects.

This research set out to find a means by which effectiveness of PPPs could be increased and to develop a model that would assist PPP practitioners with this task in the future. Through a literature review, the Irish PPP process was mapped, the changes encountered in the introduction of PPP were investigated and a conceptual model – based on a traditional process model - was proposed. The model was tested by examining the outcomes of two projects and assessing the effect of participant attitudes on these outcomes. The projects were analysed in terms of Risk, Value and Innovation, and three propositions were offered:

• there were differences in project outcomes;

• there were differences in the attitudes of the project participants;

• the attitudes influenced the outcomes.

Using a combination of research methods, the data were gathered and analysed. The first two propositions were proven for Risk and Value but not for Innovation. In addressing the third proposition, a pattern matching exercise was undertaken and a number of findings were reached. These findings were further tested to establish their validity, credibility and reliability.

The results showed that specific elements of participant attitudes were found to affect some of the project outcomes and that these had a significant effect on the overall success of the project. The findings showed that PPP conducted as outlined by the conceptual model would not maximise effectiveness. The model was revised so that it commenced with analysis of the desired outcomes and proceeded by working back through the PPP process to define the inputs necessary for success. Using this information, the model was refined, making it ready for use by future PPP practitioners.

DOI

https://doi.org/10.21427/D7HS49

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