Manage dependencies between public-private partnership projects and other initiatives.
Public-Private Partnership Strategies in Projects
A practical programme in public-private partnership projects for professionals who are accountable for results, not just awareness.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Stakeholders withdraw support for public-private partnership projects quietly before they withdraw it formally. A schedule for this strand of project and portfolio delivery without a critical path is a wish list with dates. The level assumes working familiarity with the project but no prior formal training in this area of project and portfolio delivery. Sessions alternate between guided analysis of public-private partnership projects and supervised application. Across sectors, teams that rehearse this strand of project and portfolio delivery outperform teams that only plan it. The course covers the practice within project and portfolio delivery at the level of detail needed to act, and stops there. What blocks progress on public-private partnership projects is usually unclear ownership rather than unclear intent. Participants gain a clear basis for measuring what the project and portfolio delivery discipline has actually achieved. The closing exercise tests whether the participant's plan for the practice within project and portfolio delivery survives a hostile question.
Expected Learning Outcomes
Sequence improvements to public-private partnership projects so that each step makes the next one easier.
Estimate cost and effort for public-private partnership projects using more than one method.
Verify that improvements to public-private partnership projects have held six months after they were introduced.
Assess whether public-private partnership projects should continue at each decision gate.
Reduce avoidable variation in how public-private partnership projects is carried out across teams.
Close public-private partnership projects properly and capture lessons while they are still accurate.
Who Should Attend
Cost engineers and project controls staff on public-private partnership projects.
Team members preparing to take on project responsibility for public-private partnership projects.
Team leaders and supervisors who put public-private partnership projects into practice day to day.
Client and stakeholder representatives monitoring public-private partnership projects.
Risk managers supporting public-private partnership projects.
Experienced practitioners formalising an approach to public-private partnership projects that has grown up informally.
Course Modules
Public-private partnership projects: schedule, critical path and realistic duration
2 sessions · 8 pointsSession 1Handing over public-private partnership projects and proving the benefit
- Archive the decision record for public-private partnership projects so successors understand it.
- Build reporting on public-private partnership projects that surfaces problems while they are small.
- Compare resource demand from public-private partnership projects against other commitments.
- Manage supplier performance on public-private partnership projects against contract, not goodwill.
Session 2Pricing every change to public-private partnership projects
- Draft the minimum viable delivery plan for public-private partnership projects.
- Define how the benefit from public-private partnership projects will be measured after closure.
- Compare the cost of public-private partnership projects with the cost of its absence.
- Prepare the response for the most likely failure in public-private partnership projects.
Public-private partnership projects: progress measurement and early warning
2 sessions · 8 pointsSession 1Building a schedule for public-private partnership projects with a real critical path
- Hold a lessons session on public-private partnership projects while memory is accurate.
- Set out how exceptions to public-private partnership projects are requested and approved.
- Review at each gate whether public-private partnership projects should continue at all.
- Set the change control process for public-private partnership projects and require cost and time impact.
Session 2The paperwork for public-private partnership projects that is actually needed
- Arrange the handover of public-private partnership projects so capability survives staff changes.
- Prepare the recovery plan for public-private partnership projects before it is needed.
- Estimate public-private partnership projects using two independent methods and reconcile the difference.
- Plan handover of public-private partnership projects to the team that will operate it.
Public-private partnership projects: governance, gates and decision rights
2 sessions · 8 pointsSession 1Estimating public-private partnership projects without anchoring on the answer wanted
- Identify the data already collected that bears on public-private partnership projects.
- Map stakeholders of public-private partnership projects by influence and current level of support.
- Anticipate the objections public-private partnership projects will raise and prepare the answers.
- Decide what will be stopped to create capacity for public-private partnership projects.
Session 2Managing suppliers delivering part of public-private partnership projects
- Benchmark the organisation's public-private partnership projects against comparable operations.
- Measure progress on public-private partnership projects by value earned, not tasks ticked.
- Set out the decisions in public-private partnership projects that require sign-off and by whom.
- Agree the smallest change to public-private partnership projects that would be visibly useful.
Public-private partnership projects: handover, benefits and lessons
2 sessions · 8 pointsSession 1Comparing public-private partnership projects with recognised practice
- Define the decision gates for public-private partnership projects and what evidence each requires.
- Define acceptance criteria for each deliverable of public-private partnership projects.
- Set escalation thresholds for public-private partnership projects that work out of hours.
- Write the scope statement for public-private partnership projects including explicit exclusions.
Session 2Building the method for public-private partnership projects step by step
- Identify where judgement in public-private partnership projects is legitimate and where it is not.
- Collect evidence on the present handling of public-private partnership projects before proposing changes.
- Establish what evidence demonstrates public-private partnership projects is under control.
- Map the handovers in public-private partnership projects between functions and secure them.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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