HMT/ NAO-UK-managing complex capital investment-programmes in pfi-a best practice model-2010

HMT and the NAO jointly approached ten government Departments in 2009 to invite them to share their experience in managing PFI/PPP programmes and to explore common themes between Departments. The findings from these experiences together with the collective back catalogue of work with these Departments informed the production of the model presented in this report.

H M Treasury-a guidance note on benchmarking and market testing for UK projects-2007.

A guidance note from HM Treasury on the benchmarking and market testing provisions to be considered in UK PFI/PPP projects/project agreements.  Areas covered include: application and scope of benchmarking/market testing; managing the bechmarking process; managing the market testing process and managing the outcome.

HM Treasury-UK-pfi-project transition guidance-2007

Research commissioned by the Treasury concludes that public authorities are experiencing good overall performance and high levels of satisfaction in PFI projects. Some public sector contract managers however identified concerns with the transition to the operational stage.

DECC-UK-presentation-implementing nuclear new build in challenging times-T Stone-2012

A presentation by the department of energy and climate change about the implementation of nuclear new build in challenging times. An analysis of the future of nuclear usage and how are they dealing with the risks.

4Ps-UK-a guide to contract management for pfi and ppp projects- 2006

This guide to contract management has been produced by 4ps to provide local authorities and their partners with a suggested approach to the requirements for contract management for a PFI/ PPP project.

4ps-UK-guidance - a guide for public sector project directors and project owners in procuring pfi and ppp projects- 2006

The Guide provides an overview of the whole project process, and clarifies the roles and responsibilities of the project director, project owner and other parties to the project. It also identifies the key activities at each stage of the process, together with the vital success factors that contribute to the effective delivery of projects through a partnership route.

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