000			01729nam a22001577a 4500
999			_c514284 _d514284
008			201023b ||||| |||| 00| 0 eng d
100			_aAlexander, James, Ackermann, Fran and Love, Peter E.D. _919727
245			_aTaking a holistic exploration of the project life cycle in public-private partnerships
260			_aProject Management Journal
300			_a50(6), Dec, 2019: p.673-685
520			_aOperations and projects are typically treated as dichotomous concepts; projects create assets to be operated. The segregation of operations from projects is evidenced in the generic project lifecycle (concept, feasibility, design, execute, and close) in which consideration of an operations stage is omitted. This paper, however, suggests that this omission renders the generic Project Life Cycle (PLC) unsuitable as a frame of reference for managing (and researching) long-term public infrastructure projects, in particular those delivered under the auspices of Private Participation in Infrastructure initiatives such as Public Private Partnerships (PPP). Drawing on the normative literature and the authors' phenomenological research that is embedded in practice, the paper demonstrates that operations are an inherent feature of PPP projects. Thus, the generic PLC model is inconsistent with the actuality of PPPs. Implications of this inconsistency for operations management and research of PPPs, particularly in relation to quality, risk and human resource management are identified and discussed.- Reproduced
650			_aProject life cycle, Public-private partnerships, Risk, Human resource management _918845
773			_aProject Management Journal
906			_aPUBLIC PRIVATE PARTNERSHIP
942			_cAR