A guidebook on public-private partnership in infrastructure


Project implementation arrangement



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ESCAP-2011-MN-Guidebook-on-PPP-infrastructure

Project implementation arrangement 
Depending on the size, nature and complexities involved in project 
implementation, either the Project Director/Manager and the project team (with new 
members having the expertise to oversee the progress of construction), or a new 
project implementation set-up may need to be established before the actual 
procurement process begins.
For a large project, a full-time team with the requisite expertise headed by a 
Project Manager of appropriate level of seniority can be considered. The Project 
Manager should be fully empowered and should be senior enough in position to 
handle the complex coordination activities between different government 
departments that may be required. 
For a very large and complicated project, the government may decide to 
establish a fully empowered separate/new implementing agency, which can 
coordinate and manage the numerous activities and parties involved in the project 
development, construction, operation and management, and can finally take over 
after the end of the contract tenure, or as needed.
C. PRE-PROCUREMENT TASKS 
The feasibility study should provide certain outcomes that are essential before 
proceeding with procurement activities. These outcomes include: 
• Detailed understanding of all aspects of the project (physical, financial, 
legal and administrative); 
• Output and service specifications; 
• Third 
parties31 involved in the project and the risks; 
• Any ancillary project that will have to be implemented 
• Funding 
sources; 
• Payment 
mechanisms; 
• Risk analysis with sources, effects, likely costs and their sensitivity; and
• Due 
diligence. 
31.
Third party risks are those risks that arise because of failures by parties that are not involved with the main 
project contract but may affect the completion or operation of the project, for example, utility connections by 
concerned agencies.


A Guidebook on Public-Private Partnership in Infrastructure 
61 
 
If any of these outputs are not available, further work on them would be required 
before initiating the procurement process.

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