Gestão de projetos em parcerias público-privadas: uma estrutura conceitual baseada em uma revisão sistemática da literatura

Magalhães, Lucas; Figueiredo, Lucas Baraças; Jesus, Lucas Torres de

Lucas Magalhães

Universidade de São Paulo – USP, Escola Politécnica, Programa de Pós-graduação em Engenharia de Produção, São Paulo, SP, Brasil. E-mail: ; ; lucastorres.jesus@gmail.com

http://orcid.org/0000-0002-4304-2062

Lucas Baraças Figueiredo

Universidade de São Paulo – USP, Escola Politécnica, Programa de Pós-graduação em Engenharia de Produção, São Paulo, SP, Brasil. E-mail: ; ; lucastorres.jesus@gmail.com

http://orcid.org/0000-0002-0355-7467

Lucas Torres de Jesus

Universidade de São Paulo – USP, Escola Politécnica, Programa de Pós-graduação em Engenharia de Produção, São Paulo, SP, Brasil. E-mail: ; ; lucastorres.jesus@gmail.com

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Figure 1
Process for selection of studies.

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Figure 2
Bibliographic Coupling Network.

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Figure 3
Keyword co-occurrence network.

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Figure 4
Conceptual framework based on literatura analysis.

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Table 1
Codification scheme for articles classification.

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Table 2
Number of publications, citations and impact factor of the periodicals of the sample.

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Table 3
Number of publications by periodical and year.

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Table 4
Publications by period grouped according to the Method and Focus of the study.

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Table 5
Challenges in Project Management of PPPs.

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Table 6
Techniques to increase success in PPPs.

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Table 7
Critical Success Factors in PPPs.

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Table 8
Number of publications grouped by topic and project phase.

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Reference Method Focus 1 Grimsey & Lewis (2002) PE2 T2 2 Bing et al. (2005) PE1 T2 3 Zhang (2005) PE1 T4 4 El-Gohary et al. (2006) PC2 T1 5 Smyth & Edkins (2007) PE1 T1 6 Van Marrewijk et al. (2008) PE2 T4 7 Medda (2007) PC2 T2 8 Toor & Ogunlana (2010) PE1 T4 9 Shen et al. (2006) PE2 T2 10 Kumaraswamy & Zhang (2001) PC1 T4 11 Ke et al. (2010a) PE1 T2 12 Tang et al. (2010) PC1 T4 13 Aritua et al. (2009) PC2 T4 14 Li et al. (2005a) PE1 T4 15 Van Marrewijk (2007) PE2 T4 16 Clifton & Duffield (2006) PC2 T4 17 Jin & Zhang (2011) PE1 T2 18 Zhang (2007) PC2 T2 19 Reijniers (1994) PE2 T4 20 Hwang et al. (2013) PE1 T2 21 Yeo & Tiong (2000) PE2 T2 22 Flyvbjerg (2013) PE2 T4 23 Bachy & Hameri (1997) PC2 T4 24 De Lemos et al. (2004) PE2 T2 25 Zou et al. (2014) PE1 T4 26 Singh & Kalidindi (2006) PE2 T2 27 Devapriya (2006) PC2 T3 28 Ke et al. (2010b) PE1 T2 29 Edelenbos & Klijn (2009) PE1 T4 30 Daube et al. (2008) PC2 T3 31 Li et al. (2005b) PE1 T3 32 Yu & Kwon (2011) PE1 T4 33 Xu et al. (2012) PE2 T3 34 Yang et al. (2010) PE1 T4 35 Yuan et al. (2009) PE1 T4 36 Biesenthal & Wilden (2014) PC1 T4 37 Edkins & Smyth (2006) PE1 T1 38 Liu & Wilkinson (2014b) PE2 T3 39 De Schepper et al. (2014) PE2 T1 40 Ling et al. (2014) PE1 T1 41 Carbonara et al. (2014) PE2 T5 42 Tang & Shen (2013) PE1 T1 43 Jacobson & Ok Choi (2008) PE2 T4 44 Cheung & Chan (2011) PE1 T2 45 Osei-Kyei & Chan (2015) PC1 T4 46 Guo et al. (2014) PE2 T2 47 Kakabadse et al. (2007) PE2 T3 48 Verweij (2015a) PE2 T4 49 Liu et al. (2014b) PC2 T3 50 Henisz (2006) PE2 T2 51 Codecasa & Ponzini (2011) PE2 T4 52 Edelenbos & Teisman (2008) PE2 T4 53 Pitsis et al. (2014) PC2 T4 54 Liu et al. (2014a) PC2 T4 55 Jefferies & McGeorge (2009) PE2 T3 56 Heravi & Hajihosseini (2011) PE2 T2 57 Ye et al. (2014) PE1 T3 58 Kwak et al. (2014) PE2 T4 59 Fogelberg & Thorpenberg (2012) PE2 T1 60 Roumboutsos & Pantelias (2015) PE2 T2 61 Chen et al. (2006) PC2 T1 62 Lenferink et al. (2013) PE2 T1 63 Chowdhury et al. (2011) PC2 T1 64 Henjewele et al. (2014) PE2 T4 65 Dulaimi et al. (2010) PE2 T4 66 Rajan et al. (2013) PC2 T4 67 Wang (2015) PE2 T2 68 Chou & Pramudawardhani (2015) PE1 T3 69 Bayley (2003) PE2 T3 70 Yun et al. (2015) PE1 T4 71 Mistarihi et al. (2013) PE2 T1 72 Mota & Moreira (2015) PC2 T4 73 Liu & Wilkinson (2014a) PE2 T4 74 Carpintero & Petersen (2015) PE2 T2 75 Liu et al. (2015) PC1 T4 76 Atmo & Duffield (2014) PC2 T3 77 Chang (2013) PC1 T2 78 Abdul-Aziz (2012) PE2 T1 79 Kayaga & Zhe (2007) PE2 T4 80 Santosh Kumar Delhi et al. (2012) PE2 T4 81 Skander & Préfontaine (2014) PE2 T1 82 Perić (2012) PE2 T4 83 Amponsah & Forbes (2012) PC2 T4 84 Lilley (2005) PC1 T2 85 Zhang et al. (2016b) PC2 T5 86 Padalkar & Gopinath (2016) PC1 T4 87 Roberts & Siemiatycki (2015) PE2 T1 88 Lavlinskii et al. (2016) PC2 T4 89 Keck (1996) PE2 T4 90 Hughes (2005) PE2 T4 91 Pankratz & Walkenmeyer (2005) PC1 T4 92 Lenferink et al. (2014) PC2 T4 93 Chou & Leatemia (2016) PC2 T4 94 De Clerck & Demeulemeester (2016) PC2 T3 95 Loosemore & Cheung (2015) PE2 T2 96 Cheng et al. (2016) PE1 T4 97 Koops et al. (2016) PE1 T4 98 Liu, T., et al. (2016a) PE1 T4 99 Verweij (2015b) PC2 T1

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Method
PC1	Literature Review
PC2	Simulation or Theoretical Modeling
PE1	Survey
PE2	Case Study
PE3	Action Research
Focus
T1	Relationship & Stakeholders
T2	Risks
T3	Finances
T4	Project Success Factor
T5	Concession Period

		Source	Np		Nc		Fi		JCR
		Source		%		%		%
1		International Journal of Project Management	56	57	1885	70	8315	86	3.41
2		Construction Management and Economics	6	6	287	11	287	3	0.00
3		Journal of Construction Engineering and Management	2	2	177	7	483	5	1.73
4		Engineering, Construction and Architectural Management	2	2	91	3	91	1	0.00
5		International Journal of Public Sector Management	1	1	44	2	44	0	0.00
6		Journal of Infrastructure Systems	2	2	38	1	96	1	1.51
7		Journal of Professional Issues in Engineering Education and Practice	1	1	30	1	54	1	0.79
8		Environment and Planning C: Government and Policy	2	2	28	1	28	0	0.00
9		International Public Management Journal	1	1	25	1	71	1	1.84
10		Public Administration and Development	2	2	15	1	36	0	1.39
11		Journal of Urban Planning and Development	1	1	13	0	41	0	2.18
12	European Planning Studies		1	1	13	0	31	0	1.37
13	Journal of Management in Engineering		3	3	9	0	29	0	2.22
14	Built Environment Project and Asset Management		3	3	8	0	8	0	0.00
15	Science and Public Policy		1	1	8	0	20	0	1.52
16	Transport Reviews		1	1	5	0	20	0	3.02
17	Public Administration		1	1	5	0	16	0	2.27
18	Proceedings of the Institution of Civil Engineers: Civil Engineering		1	1	5	0	7	0	0.42
19	Journal of Civil Engineering and Management		1	1	2	0	5	0	1.42
20	Proceedings of the Institution of Civil Engineers: Municipal Engineer		1	1	2	0	3	0	0.33
21	Project Management Journal		1	1	1	0	3	0	2.03
22	Journal of Modern Project Management		1	1	1	0	1	0	0.00
23	Ekonomski Pregled		1	1	1	0	1	0	0.00
24	Proceedings of Institution of Civil Engineers: Management, Procurement and Law		1	1	1	0	1	0	0.00
25	Engineers Australia		1	1	1	0	1	0	0.00
26	Journal of Applied and Industrial Mathematics		1	1	0	0	0	0	0.00
30	European Journal of Transport and Infrastructure Research		1	1	0	0	0	0	1.06
27	Public Works		1	1	0	0	0	0	0.00
28	Railway Gazette International		1	1	0	0	0	0	0.00
29	Water and Wastewater International		1	1	0	0	0	0	0.00

	Source	JCR	1994	1995	1996	1997	1998		1999	2000	2001	2002		2003	2004	2005	2006		2007	2008	2009	2010	2011	2012	2013	2014	2015	2016	Total	%
1	International Journal of Project Management	3.411	1	0	0	1	0		0	1	1	1		0	1	1	7		4	2	1	4	2	1	3	12	7	6	56	57	68%
2	Construction Management and Economics	-	0	0	0	0	0		0	0	0	0		0	0	1	0		0	0	1	1	1	1	1	0	0	0	6	6
3	Journal of Construction Engineering and Management	1.731	0	0	0	0	0		0	0	0	0		0	0	1	0		0	0	0	0	0	0	0	1	0	0	2	2
4	Engineering, Construction and Architectural Management	-	0	0	0	0	0		0	0	0	0		0	0	1	0		0	0	1	0	0	0	0	0	0	0	2	2
5	International Journal of Public Sector Management	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	1	0	0	0	0	0	0	0	0	1	1
6	Journal of Infrastructure Systems	1.514	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	1	0	1	0	0	0	0	2	2	8%
7	Journal of Professional Issues in Engineering Education and Practice	0.791	0	0	0	0	0		0	0	0	0		0	0	0	1		0	0	0	0	0	0	0	0	0	0	1	1
8	Environment and Planning C: Government and Policy	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	1	0	0	0	0	0	0	1	0	2	2
9	International Public Management Journal	1.838	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	1	0	0	0	0	0	0	0	1	1
10	Public Administration and Development	1.39	0	0	0	0	0		0	0	0	0		0	0	0	0		1	0	0	0	0	0	1	0	0	0	2	2
11	Journal of Urban Planning and Development	2.18	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	1	0	0	0	0	1	1	9%
12	European Planning Studies	1.37	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	1	0	0	0	0	0	1	1
13	Journal of Management in Engineering	2.223	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	0	2	1	3	3
14	Built Environment Project and Asset Management	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	1	0	1	1	0	3	3
15	Science and Public Policy	1.515	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	1	0	0	0	0	1	1
16	Transport Reviews	3.017	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	0	1	0	1	1	15%
17	Public Administration	2.273	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	1	0	0	0	1	1
18	Proceedings of the Institution of Civil Engineers: Civil Engineering	0.424	0	0	0	0	0		0	0	0	0		1	0	0	0		0	0	0	0	0	0	0	0	0	0	1	1
19	Journal of Civil Engineering and Management	1.419	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	0	1	0	1	1
20	Proceedings of the Institution of Civil Engineers: Municipal Engineer	0.326	0	0	0	0	0		0	0	0	0		0	0	0	0		1	0	0	0	0	0	0	0	0	0	1	1
21	Project Management Journal	2.031	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	0	1	0	1	1
22	Journal of Modern Project Management	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	1	0	0	1	1
23	Ekonomski Pregled	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	1	0	0	0	0	1	1
24	Proceedings of Institution of Civil Engineers: Management, Procurement and Law	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	1	0	0	0	0	1	1
25	Engineers Australia	-	0	0	0	0	0		0	0	0	0		0	0	1	0		0	0	0	0	0	0	0	0	0	0	1	1
26	Journal of Applied and Industrial Mathematics	-	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	0	0	1	1	1
30	European Journal of Transport and Infrastructure Research	1.056	0	0	0	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	1	0	0	1	1
27	Public Works	-	0	0	1	0	0		0	0	0	0		0	0	0	0		0	0	0	0	0	0	0	0	0	0	1	1
28	Railway Gazette International	-	0	0	0	0	0		0	0	0	0		0	0	1	0		0	0	0	0	0	0	0	0	0	0	1	1
29	Water and Wastewater International	-	0	0	0	0	0		0	0	0	0		0	0	1	0		0	0	0	0	0	0	0	0	0	0	1	1
		*Total*	1	0	1	1	0		0	1	1	1		1	1	7	8		6	4	4	6	4	8	6	16	14	8	99
		%	1%	0%	1%	1%	0%		0%	1%	1%	1%		1%	1%	7%	8%		6%	4%	4%	6%	4%	8%	6%	16%	14%	8%
			5%					18%					24%					53%

Method			Period
Method			1994 - 2001	2002- 2006	Trend	2007- 2011	Trend	2012-2016	Trend	*Total*
PC1	Literature Review		1	2	↗	1	↘	5	↗	9
PC2	Simulation or Theoretical Modeling		1	4	↗	5	↗	13	↗	23
PE1	Survey		0	5	↗	9	↗	11	↗	25
PE2	Case Study		3	7	↗	9	↗	23	↗	42
PE3	Action Research		0	0	→	0	→	0	→	0
		*Total*	5	18		24		52		99
Focus
T1	Relationship & Stakeholders		0	3	↗	2	↗	10	↗	15
T2	Risks		1	7	↗	5	↗	9	↗	22
T3	Finances		0	3	↗	3	↗	7	↗	13
T4	Project Success Factor		4	5	↗	14	↗	24	↗	47
T5	Concession Period		0	0	→	0	→	2	↗	2
		*Total*	5	18		24		52		99

PRE-PROJECT	References	ON-PROJECT	References	POST-PROJECT	References
1. Allocation of risk based on different interests and abilities among the main stakeholders of the project, in order to achieve goals and take advantage of the abilities of each player.	Grimsey & Lewis (2002)Grimsey, D., & Lewis, M. K. (2002). Evaluating the risks of public private partnerships for infrastructure projects. International Journal of Project Management, 20(2), 107-118. http://dx.doi.org/10.1016/S0263-7863(00)00040-5. http://dx.doi.org/10.1016/S0263-7863(00)... , Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200... , Li et al. (2005a)Li, B., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005a). Critical success factors for PPP/PFI projects in the UK construction industry. Construction Management and Economics, 23(5), 459-471. http://dx.doi.org/10.1080/01446190500041537. http://dx.doi.org/10.1080/01446190500041... , Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200... , Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016... , Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200... , Hwang et al. (2013)Hwang, B. G., Zhao, X., & Gay, M. J. S. (2013). Public private partnership projects in Singapore: Factors, critical risks and preferred risk allocation from the perspective of contractors. International Journal of Project Management, 31(3), 424-433. http://dx.doi.org/10.1016/j.ijproman.2012.08.003. http://dx.doi.org/10.1016/j.ijproman.201...	1. Ensure involved funding is able to continue until the project end.	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...	1. Cash-oriented contracts are often not flexible enough to facilitate long-term operational gains.	Van Marrewijk (2007)Van Marrewijk, A. (2007). Managing project culture: the case of Environ Megaproject. International Journal of Project Management, 25(3), 290-299. http://dx.doi.org/10.1016/j.ijproman.2006.11.004. http://dx.doi.org/10.1016/j.ijproman.200...
2. Choose which project risks to allocate to each of the stakeholders involved.	Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200... , Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200... , Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016... , Hwang et al. (2013)Hwang, B. G., Zhao, X., & Gay, M. J. S. (2013). Public private partnership projects in Singapore: Factors, critical risks and preferred risk allocation from the perspective of contractors. International Journal of Project Management, 31(3), 424-433. http://dx.doi.org/10.1016/j.ijproman.2012.08.003. http://dx.doi.org/10.1016/j.ijproman.201... , De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)...	2. The techniques used to make long-term project estimations are flawed and determine the success or failure of the project.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	2. There are no consolidated frameworks for measuring success in mega projects, such as PPPs, where evaluation for the three basic project management factors (budget, time and scope) is not enough.	Toor & Ogunlana (2010)Toor, S.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005. http://dx.doi.org/10.1016/j.ijproman.200...
3. The way of conducting the negotiation process of risk allocation in PPP projects can lead to moral issues.	Medda (2007)Medda, F. (2007). A game theory approach for the allocation of risks in transport public private partnerships. International Journal of Project Management, 25(3), 213-218. http://dx.doi.org/10.1016/j.ijproman.2006.06.003. http://dx.doi.org/10.1016/j.ijproman.200...	3. Planning is poorly done and generally cannot match complexity of PPP projects.	Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...	3. Despite the popularity, mega PPP projects generally have far worse outcomes than planned, especially as regards budget, time, and scope.	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200... , Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)... , Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...
4. Risk assessment techniques in large PPP projects are generally flawed.	Jin & Zhang (2011)Jin, X. H., & Zhang, G. (2011). Modelling optimal risk allocation in PPP projects using artificial neural networks. International Journal of Project Management, 29(5), 591-603. http://dx.doi.org/10.1016/j.ijproman.2010.07.011. http://dx.doi.org/10.1016/j.ijproman.201... , Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	4. The poorly executed project of a large construction usually results in immense rework or drastic consequences in the desired quality.	De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)...	4. It is a challenge to ensure project quality and public opinion satisfaction with the project, considering end users.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
5. The Government favors a good environment of economic policies and stability that encourage the private investment.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)... , Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200... , Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)... , De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)...	5. Involvement of local stakeholders affected by large PPP projects (residents, NGOs, associations, etc.)	El-Gohary et al. (2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...	5. Very late definition of tariffs applied in the future operation lead to disagreements between organizations and discontent of end users.	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
6. Pre-contractual negotiation between organizations can be very exhausting.	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...	6. The relationship between public and private organizations in a PPP project is poor, and poor relationship management often leads long-term projects to fail.	Smyth & Edkins (2007)Smyth, H., & Edkins, A. (2007). Relationship management in the management of PFI/PPP projects in the UK. International Journal of Project Management, 25(3), 232-240. http://dx.doi.org/10.1016/j.ijproman.2006.08.003. http://dx.doi.org/10.1016/j.ijproman.200... , Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200... , Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...
7. In addition to surveying project risk events, project vulnerability points are also rarely mapped, which may be eroding and causing negative effects throughout the project.	Zhang (2005)Zhang, X. (2005). Critical success factors for public–private partnerships in infrastructure development. Journal of Construction Engineering and Management, 131(1), 3-14. http://dx.doi.org/10.1061/(ASCE)0733-9364(2005)131:1(3). http://dx.doi.org/10.1061/(ASCE)0733-936...	7. Public and private organizations have very different internal cultures and working methods.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...
		8. Because they are large projects, the project management of a PPP needs to give great weight to the adaptation of the project to external factors, such as risks and external adversities, which greatly influence the project.	Aritua et al. (2009)Aritua, B., Smith, N. J., & Bower, D. (2009). Construction client multi-projects–A complex adaptive systems perspective. International Journal of Project Management, 27(1), 72-79. http://dx.doi.org/10.1016/j.ijproman.2008.02.005. http://dx.doi.org/10.1016/j.ijproman.200... , Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
		9. Organizational Cultures can become dysfunctional throughout the project and project managers must be aware of any change needed in the project culture.	Li et al. (2005a)Li, B., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005a). Critical success factors for PPP/PFI projects in the UK construction industry. Construction Management and Economics, 23(5), 459-471. http://dx.doi.org/10.1080/01446190500041537. http://dx.doi.org/10.1080/01446190500041...

PRE-PROJECT	References	ON-PROJECT	References	POST-PROJECT	References
1. Use trend mapping in project risk allocation between project partners to optimize and improve the risk allocation process for new projects.	Grimsey & Lewis (2002)Grimsey, D., & Lewis, M. K. (2002). Evaluating the risks of public private partnerships for infrastructure projects. International Journal of Project Management, 20(2), 107-118. http://dx.doi.org/10.1016/S0263-7863(00)00040-5. http://dx.doi.org/10.1016/S0263-7863(00)... , Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200... , Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200... , Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016...	1. Establish a legal and regulatory framework to minimize the influence of political instability.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...	1. Mechanisms for generation of accountability on private partner.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
2. Modeling through artificial neural networks for risk management allows considering non-probabilistic and non-linear systems, such as PPP projects, in order to improve the decision-making process.	Clifton & Duffield (2006)Clifton, C., & Duffield, C. F. (2006). Improved PFI/PPP service outcomes through the integration of Alliance principles. International Journal of Project Management, 24(7), 573-586. http://dx.doi.org/10.1016/j.ijproman.2006.07.005. http://dx.doi.org/10.1016/j.ijproman.200...	2. Early commissioning of facilities to produce anticipated cash flow and control project costs in advance.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	2. Development of local frameworks to measure success in different projects with different objectives	Toor & Ogunlana (2010)Toor, S.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005. http://dx.doi.org/10.1016/j.ijproman.200...
3. A well-structured process for evaluating bidders to ensure the best supplier.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...	3. “External Vision” approach to audit the project plan.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...
4. Establish supporting mechanisms to foster the national market around PPPs projects.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...	4. Reward accurate estimates and punish inaccurate estimates.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...
5. Use of alliances between the parties to divide project risks and gains.	Clifton & Duffield (2006)Clifton, C., & Duffield, C. F. (2006). Improved PFI/PPP service outcomes through the integration of Alliance principles. International Journal of Project Management, 24(7), 573-586. http://dx.doi.org/10.1016/j.ijproman.2006.07.005. http://dx.doi.org/10.1016/j.ijproman.200...	5. More rigorous planning with Product Breakdown Structure (PBS), Assembly Breakdown Structure (ABS), Work Breakdown Structure (WBS), Organizational Breakdown Structure, detailed project planning and schedule detailing.	Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...
6. Inclusion of techniques for analysis and project vulnerability management.	Zhang (2005)Zhang, X. (2005). Critical success factors for public–private partnerships in infrastructure development. Journal of Construction Engineering and Management, 131(1), 3-14. http://dx.doi.org/10.1061/(ASCE)0733-9364(2005)131:1(3). http://dx.doi.org/10.1061/(ASCE)0733-936...	6. Use of models with indications of tools already used in the management of stakeholders for project managers.	El-Gohary et al. (2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...
		7. Inclusion of Relationship Management techniques for a proactive attitude in relationship management between the project organizations.	Smyth & Edkins (2007)Smyth, H., & Edkins, A. (2007). Relationship management in the management of PFI/PPP projects in the UK. International Journal of Project Management, 25(3), 232-240. http://dx.doi.org/10.1016/j.ijproman.2006.08.003. http://dx.doi.org/10.1016/j.ijproman.200... , Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
		8. Establishment of a win-win relationship between project partners.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
		9. Increase information traffic between project teams and organizations.	Aritua et al. (2009)Aritua, B., Smith, N. J., & Bower, D. (2009). Construction client multi-projects–A complex adaptive systems perspective. International Journal of Project Management, 27(1), 72-79. http://dx.doi.org/10.1016/j.ijproman.2008.02.005. http://dx.doi.org/10.1016/j.ijproman.200...
		10. Constant control of project critical success variables.	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
		11. Project managers to use more extensively case studies in PPPs within the same industry or with similar management characteristics.	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200...
		12. Project success continuous evaluation techniques.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
		13. Constant feedback to capture external changes and suit project to reality.	Aritua et al. (2009)Aritua, B., Smith, N. J., & Bower, D. (2009). Construction client multi-projects–A complex adaptive systems perspective. International Journal of Project Management, 27(1), 72-79. http://dx.doi.org/10.1016/j.ijproman.2008.02.005. http://dx.doi.org/10.1016/j.ijproman.200...
		14. Inclusion of a “milestones” plan with moments to verify project quality.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...
		15. Agile and short decision processes.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...
		16. Maintain a project management team that involves high-level members of the organizations involved.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...

PRE-PROJECT	References	ON-PROJECT	References	POST-PROJECT	References
1. Appropriate risk allocation.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Grimsey & Lewis (2002)Grimsey, D., & Lewis, M. K. (2002). Evaluating the risks of public private partnerships for infrastructure projects. International Journal of Project Management, 20(2), 107-118. http://dx.doi.org/10.1016/S0263-7863(00)00040-5. http://dx.doi.org/10.1016/S0263-7863(00)... , De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)... , Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200... , Li et al. (2005a)Li, B., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005a). Critical success factors for PPP/PFI projects in the UK construction industry. Construction Management and Economics, 23(5), 459-471. http://dx.doi.org/10.1080/01446190500041537. http://dx.doi.org/10.1080/01446190500041... , Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200... , Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016... , Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200... , Jin & Zhang (2011)Jin, X. H., & Zhang, G. (2011). Modelling optimal risk allocation in PPP projects using artificial neural networks. International Journal of Project Management, 29(5), 591-603. http://dx.doi.org/10.1016/j.ijproman.2010.07.011. http://dx.doi.org/10.1016/j.ijproman.201...	1. Clear definition of scope.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	1. Achieve budget, time and specified requirements, as well as security, efficiency of resource use.	Toor & Ogunlana (2010)Toor, S.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005. http://dx.doi.org/10.1016/j.ijproman.200... , Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...
2. Proper choice of the best supplier.	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)... , Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	2. Continuous involvement of Stakeholders.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)... , Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)... , El-Gohary et al. (2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...	2. Continuous involvement of Stakeholders.	El-Gohary et al. (2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...
3. Favorable environment for investment.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	3. Trust between the parties.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... Smyth & Edkins (2007)Smyth, H., & Edkins, A. (2007). Relationship management in the management of PFI/PPP projects in the UK. International Journal of Project Management, 25(3), 232-240. http://dx.doi.org/10.1016/j.ijproman.2006.08.003. http://dx.doi.org/10.1016/j.ijproman.200...
4. Economic viability and attractive return rate of the project.	Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	4. Project design and culture.	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200...
5. Reliable consortium.	Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	5. Internal company culture aligned with as external expectations.	Van Marrewijk (2007)Van Marrewijk, A. (2007). Managing project culture: the case of Environ Megaproject. International Journal of Project Management, 25(3), 290-299. http://dx.doi.org/10.1016/j.ijproman.2006.11.004. http://dx.doi.org/10.1016/j.ijproman.200...
6. Reliable contractual agreement.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	6. Proper preparation of the project.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...
7. Accurate selection of the location.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...	7. Clear metrics, goals, and outcomes to guide the project team.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9... , Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...
8. Balancing stakeholder interests.	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...	8. Trained project team.	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
9. Appropriate estimates for the project.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	9. Use of market proven techniques and methods.	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
		10. Appropriate quality management.	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...

	Critical Success Factors	Challenges	Techniques	Total	%
Pre-Project		Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...		32	46
		Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...	Grimsey & Lewis (2002)Grimsey, D., & Lewis, M. K. (2002). Evaluating the risks of public private partnerships for infrastructure projects. International Journal of Project Management, 20(2), 107-118. http://dx.doi.org/10.1016/S0263-7863(00)00040-5. http://dx.doi.org/10.1016/S0263-7863(00)...	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
	Grimsey & Lewis (2002)Grimsey, D., & Lewis, M. K. (2002). Evaluating the risks of public private partnerships for infrastructure projects. International Journal of Project Management, 20(2), 107-118. http://dx.doi.org/10.1016/S0263-7863(00)00040-5. http://dx.doi.org/10.1016/S0263-7863(00)...	De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)...	Grimsey & Lewis (2002)Grimsey, D., & Lewis, M. K. (2002). Evaluating the risks of public private partnerships for infrastructure projects. International Journal of Project Management, 20(2), 107-118. http://dx.doi.org/10.1016/S0263-7863(00)00040-5. http://dx.doi.org/10.1016/S0263-7863(00)...
	De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)...	Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200...	Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200...
	Bing et al. (2005)Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23(1), 25-35. http://dx.doi.org/10.1016/j.ijproman.2004.04.006. http://dx.doi.org/10.1016/j.ijproman.200...	Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200...	Clifton & Duffield (2006)Clifton, C., & Duffield, C. F. (2006). Improved PFI/PPP service outcomes through the integration of Alliance principles. International Journal of Project Management, 24(7), 573-586. http://dx.doi.org/10.1016/j.ijproman.2006.07.005. http://dx.doi.org/10.1016/j.ijproman.200...
	Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200...	Medda (2007)Medda, F. (2007). A game theory approach for the allocation of risks in transport public private partnerships. International Journal of Project Management, 25(3), 213-218. http://dx.doi.org/10.1016/j.ijproman.2006.06.003. http://dx.doi.org/10.1016/j.ijproman.200...	Shen et al. (2006)Shen, L. Y., Platten, A., & Deng, X. P. (2006). Role of public private partnerships to manage risks in public sector projects in Hong Kong. International Journal of Project Management, 24(7), 587-594. http://dx.doi.org/10.1016/j.ijproman.2006.07.006. http://dx.doi.org/10.1016/j.ijproman.200...
	Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016...	Zhang (2007)Zhang, H. (2007). A redefinition of the project risk process: using vulnerability to open up the event-consequence link. International Journal of Project Management, 25(7), 694-701. http://dx.doi.org/10.1016/j.ijproman.2007.02.004. http://dx.doi.org/10.1016/j.ijproman.200...	Zhang (2007)Zhang, H. (2007). A redefinition of the project risk process: using vulnerability to open up the event-consequence link. International Journal of Project Management, 25(7), 694-701. http://dx.doi.org/10.1016/j.ijproman.2007.02.004. http://dx.doi.org/10.1016/j.ijproman.200...
	Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016...	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200...
	Jin & Zhang (2011)Jin, X. H., & Zhang, G. (2011). Modelling optimal risk allocation in PPP projects using artificial neural networks. International Journal of Project Management, 29(5), 591-603. http://dx.doi.org/10.1016/j.ijproman.2010.07.011. http://dx.doi.org/10.1016/j.ijproman.201...	Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	Ke et al. (2010a)Ke, Y., Wang, S., Chan, A. P., & Lam, P. T. (2010a). Preferred risk allocation in China’s public-private partnertship (PPP) projects. International Journal of Project Management, 28(5), 482-492. https://doi.org/10.1016/j.ijproman.2009.08.007. https://doi.org/ https://doi.org/10.1016...
	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	Jin e Zhang (2011)Jin, X. H., & Zhang, G. (2011). Modelling optimal risk allocation in PPP projects using artificial neural networks. International Journal of Project Management, 29(5), 591-603. http://dx.doi.org/10.1016/j.ijproman.2010.07.011. http://dx.doi.org/10.1016/j.ijproman.201...
		Hwang et al. (2013)Hwang, B. G., Zhao, X., & Gay, M. J. S. (2013). Public private partnership projects in Singapore: Factors, critical risks and preferred risk allocation from the perspective of contractors. International Journal of Project Management, 31(3), 424-433. http://dx.doi.org/10.1016/j.ijproman.2012.08.003. http://dx.doi.org/10.1016/j.ijproman.201...
		Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...
On-Project	Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...		Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...	25	36
	Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...	Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...	Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...
	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...	Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...	De Lemos et al. (2004)De Lemos, T., Eaton, D., Betts, M., & de Almeida, L. T. (2004). Risk management in the Lusoponte concession: a case study of the two bridges in Lisbon, Portugal. International Journal of Project Management, 22(1), 63-73. http://dx.doi.org/10.1016/S0263-7863(03)00013-9. http://dx.doi.org/10.1016/S0263-7863(03)...	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
	El-Gohary et al. (2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...	Li et al. (2005a)Li, B., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005a). Critical success factors for PPP/PFI projects in the UK construction industry. Construction Management and Economics, 23(5), 459-471. http://dx.doi.org/10.1080/01446190500041537. http://dx.doi.org/10.1080/01446190500041...	El-Gohary et al.(2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...
	Smyth & Edkins (2007)Smyth, H., & Edkins, A. (2007). Relationship management in the management of PFI/PPP projects in the UK. International Journal of Project Management, 25(3), 232-240. http://dx.doi.org/10.1016/j.ijproman.2006.08.003. http://dx.doi.org/10.1016/j.ijproman.200...	Tang et al. (2010)Tang, L., Shen, Q., & Cheng, E. W. (2010). A review of studies on public–private partnership projects in the construction industry. International Journal of Project Management, 28(7), 683-694. http://dx.doi.org/10.1016/j.ijproman.2009.11.009. http://dx.doi.org/10.1016/j.ijproman.200...	Smyth & Edkins (2007)Smyth, H., & Edkins, A. (2007). Relationship management in the management of PFI/PPP projects in the UK. International Journal of Project Management, 25(3), 232-240. http://dx.doi.org/10.1016/j.ijproman.2006.08.003. http://dx.doi.org/10.1016/j.ijproman.200...
	Van Marrewijk (2007)Van Marrewijk, A. (2007). Managing project culture: the case of Environ Megaproject. International Journal of Project Management, 25(3), 290-299. http://dx.doi.org/10.1016/j.ijproman.2006.11.004. http://dx.doi.org/10.1016/j.ijproman.200...	Aritua et al. (2009)Aritua, B., Smith, N. J., & Bower, D. (2009). Construction client multi-projects–A complex adaptive systems perspective. International Journal of Project Management, 27(1), 72-79. http://dx.doi.org/10.1016/j.ijproman.2008.02.005. http://dx.doi.org/10.1016/j.ijproman.200...	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200...
	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200...	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...	Aritua et al. (2009)Aritua, B., Smith, N. J., & Bower, D. (2009). Construction client multi-projects–A complex adaptive systems perspective. International Journal of Project Management, 27(1), 72-79. http://dx.doi.org/10.1016/j.ijproman.2008.02.005. http://dx.doi.org/10.1016/j.ijproman.200...
	Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...		Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...
Post-Project		Reijniers (1994)Reijniers, J. J. A. M. (1994). Organization of public-private partnership projects: the timely prevention of pitfalls. International Journal of Project Management, 12(3), 137-142. http://dx.doi.org/10.1016/0263-7863(94)90028-0. http://dx.doi.org/10.1016/0263-7863(94)9...		12	17
		Yeo & Tiong (2000)Yeo, K. T., & Tiong, R. L. (2000). Positive management of differences for risk reduction in BOT projects. International Journal of Project Management, 18(4), 257-265. http://dx.doi.org/10.1016/S0263-7863(99)00018-6. http://dx.doi.org/10.1016/S0263-7863(99)...
	Bachy & Hameri (1997)Bachy, G., & Hameri, A. P. (1997). What to be implemented at the early stage of a large-scale project. International Journal of Project Management, 15(4), 211-218. http://dx.doi.org/10.1016/S0263-7863(96)00070-1. http://dx.doi.org/10.1016/S0263-7863(96)...	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
	El-Gohary et al. (2006)El-Gohary, N. M., Osman, H., & El-Diraby, T. E. (2006). Stakeholder management for public private partnerships. International Journal of Project Management, 24(7), 595-604. http://dx.doi.org/10.1016/j.ijproman.2006.07.009. http://dx.doi.org/10.1016/j.ijproman.200...	Van Marrewijk (2007)Van Marrewijk, A. (2007). Managing project culture: the case of Environ Megaproject. International Journal of Project Management, 25(3), 290-299. http://dx.doi.org/10.1016/j.ijproman.2006.11.004. http://dx.doi.org/10.1016/j.ijproman.200...	Kumaraswamy & Zhang (2001)Kumaraswamy, M. M., & Zhang, X. Q. (2001). Governmental role in BOT-led infrastructure development. International Journal of Project Management, 19(4), 195-205. http://dx.doi.org/10.1016/S0263-7863(99)00069-1. http://dx.doi.org/10.1016/S0263-7863(99)...
	Toor & Ogunlana (2010)Toor, S.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005. http://dx.doi.org/10.1016/j.ijproman.200...	Van Marrewijk et al. (2008)Van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591-600. http://dx.doi.org/10.1016/j.ijproman.2007.09.007. http://dx.doi.org/10.1016/j.ijproman.200...	Toor & Ogunlana (2010)Toor, S.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005. http://dx.doi.org/10.1016/j.ijproman.200...
		Toor & Ogunlana (2010)Toor, S.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236. http://dx.doi.org/10.1016/j.ijproman.2009.05.005. http://dx.doi.org/10.1016/j.ijproman.200...
		Flyvbjerg (2013)Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774. http://dx.doi.org/10.1016/j.ijproman.2012.10.007. http://dx.doi.org/10.1016/j.ijproman.201...
Total	22	28	19	69
%	32%	41%	28%

Brasil

Brasil

Gestão de projetos em parcerias público-privadas: uma estrutura conceitual baseada em uma revisão sistemática da literatura

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