P3 IMPLEMENTATION PROGRAMME
ASSESSMENT 2
Table of Contents
1. Problem Identification
1.1 Identifying the problem
1.2 Research Objectives
1.3 Research Questions
2. Research Methodology
2.1 Research approach
2.2 Research design
2.3 Reliability and validity
2.4 Data sources
2.5 Type of the research
3. Results and Outcomes
3.1 Development of Communication
3.2 Developing a formatting process
4. Discussion
4.1 Success factors of the p3 programme
4.2 Advantages and disadvantages faced in the project
5. Data analysis
6. Conclusion
7. Recommendations
References
1. Problem Identification
1.1 Identifying the problem
The establishment of the public-private partnership programme in a public agency involves various issues such as identification, evaluation, negotiation and public-private partnership projects. In that case, this project needs legal framework based on the policies, processes and also provide tools to guide policies decisions. The p3 framework is basically needed for enhancing the capacity of the organisations in case of protecting the public interest as well as the major challenges faced by the organisation. It has been seen that at the time of developing a various section of the organisation such as new policy, legal matters, technical capability, the skill of the managers as well as the process and structure of the organisation, the public-private partnership programme has been implemented by the organisations (Cortinoviset al. 2017).
The particular research based on the public-private programme has its significance in the organisations based on the development of the organisation and the implementation may be used the traditional project model of the organisation to deliver the priorities based on the development of the infrastructure of the projects of the organisations. Therefore, this particular programme generally found the 99% facilities of the organisations as well as the capital of the projects which the organisations can get. However, this particular project encourages the various aspects of the organisation such as innovation, collaboration and the risks of the organisations as well as the p3 programme maximise the life-cycle value of costs, opportunities of the organisation. It can be added that the p3 programme is also classified for the purposes based on the capitals, budgets of the organisation.
It has been seen that there may be some factors which may be associated with the public-private partnership implementation. It can be added that the implementation of the public-private program in the organisation is strong in the private fellowship as well as in the appropriate risks of the sharing process. However, the availability of the financial markets is also associated with the p3 implementation programme of an organisation or the company. Therefore, more other aspects are also associated with the particular implementation project such as costs of the process, collected benefits of the organisation, the economic strength of the company, public needs and the proper process of the delivery and so on. The basic two factors which may be identified as the key factor of the pc programme implementation are the objectives of the strategy and the political support (Haywood et al. 2017).
1.2 Research Objectives
The public-private programme may have some basic objectives associated with the implementation of the particular programme within an organisation.
●To identify the different factors that may be associated with the p3 programmes and its relationship with the definite budget
●To illustrate the most common factors of the public-private programme implementation programme
●To analyse the significance of the implementation of the public-private programme in the organisation
●To recommend the effective process that the organisations have implemented in their organisation in order to develop the performance of the organisation
1.3 Research Questions
In the following research, there may have arisen few questions and the questions are below:
- What are the most common reasons behind the implementation of the public-private programme in an organisation?
- What are the most common factors of the public-private programme implementation programme?
- What is the significance of the implementation of the public-private programme in the organisation?
- What is the most effective process that the organisations have implemented in their organisation in order to develop the performance of the organisation?
2. Research Methodology
2.1 Research approach
It has been seen that the public-private programme may provide the organisation and the local authorities various alternative implementing process which may play the major part in the action of the projects. However, the p3 program assesses the basic meets or the aims of the projects of the organisation which may include the information related with the project of the organisation such as requirement of the capital, commercial structure of the action of the project which may be taken by the organisation to play a vital role in case of development. Even in case of needs of the public agencies or the organisations the execution of the project and the fulfilment of the needs may be executed by the p3 programme as well as in case of the commercial options or the requirements of the flour of the project may meet its requirements through the public-private programme process. However, the research based on the p3 programme finds the vehicles which are directly associated with the organisation or the private sectors. Even varieties of structure which are based on the public agencies as well as the agencies who share the financial revenue with the organisation are identified and developed by the p3 programme (Hauck et al. 2015).
2.2 Research design
The design is one of the tasks for a system which may cover the functions and implementation of the research method as well as satisfies the design methods of the research by design metrics and also optimises other design metrics based on the research project. It has been seen that the function of the public-private programme may discover the systems through which the organisation for the public sectors may get the right information regarding the hurdles at the time of playing the action tasks of the particular project. The p3 manage, the net project not only give the correct ways of the conducting actions but also create the implementation of the projects through physical actions and also satisfies the aims and objectives of the organisations as well as the public sectors in the difficult situations. The research is basically depended on few rules through which the researcher or the user can be able to get the positive result of the conducting research. It has been seen that the hurdles are basically known as one of the designers of the project activities and with all the flexibilities they may be able to fulfil the desire of the project. Therefore, those hurdles are most important part of the unit of the design which will be the part of the existing project.
2.3 Reliability and validity
Reliability in case of the project or the research method refers to the actions which may get the result by giving the measurement of the process of action and it may be one of the important indicators for the measurement of the quality of the action of the project. Therefore, the results of the programme may have its huge impacts on the projects as well as on the organisation or the public sectors. It can be added that the p3 programme may result in the continuous progress of the project and may be able to give the sustainable result which may contain the reliability of the action of the project. However, there may be some variable measurements of the project of the organisation which may increase the basic sectors of the project as well as the action of the project. There may be some sustained as well as some systematic attempts of the organisations which may be attempted by the implementation of the p3 program that evaluates the reliability or the strength of the project by giving positive and better results. Even the reliability of the project can understand the knowledge of the public's interest as well as the interest of the organisation through the attitudes and conducting actions based on the p3 program.
2.4 Data sources
The resources of the data of this project based on the public-private programme are mainly the primary resources. No secondary data resources have been used in the project due to various reasons related to the project. Secondly, it has been seen that the data of the research can be collected directly from the organisation for the private sectors that are using the private-public programme development process. However, the research project can collect data based on the research activities of the organisations such as political, financial, internal and external environmental, socio-cultural, economical as well as the actions of the stakeholders of the project. Therefore, the researcher may select the primary resources of the project as it is easy to acquire the project actions and it also gives its quick result to the researcher. Not only that the primary resources can be able to give the clear concept of the project as well as the concept of the associates related to the particular project. In this context, it can be added that the primary sources are more reliable as they hold the primary information about the resources and gives the fastest results rather than the secondary results (Hanks, 2014).
2.5 Type of the research
Generally, every research is based on one aspect which is primary or secondary. It has been seen that the primary researches are those that involve the main themes and associates within the project activities, on the other hand, the secondary research is based on the previous study of the project. However, the primary research includes the data collected from the first and researches and the secondary research is completely based on the studies which are already conducted by another researcher in the previous projects or researches. The current project is based on the primary data study because there are first-hand data in the project activities and the entire study has been based on the research methods of the projects available in the organisation as well as in the project. Therefore, the particular research may have its quick results based on the primary research methods and those methods are reliable on the proper data collected by the researcher through various actions.
3. Results and Outcomes
3.1 Development of Communication
It can be added that if an organisation is used the public-private programme project for the improvement of the performance and the programme also gets its positive results to its stakeholders that may bring benefits to the organisation.
This particular research which is based on the p3 programme may evident the requirements of the organization in case of ensuring the effects and possibilities that the particular project of the organisation can be monitored by the progress of the organisation. Therefore, it may be vital to indicate that the programme may assure the development of the benefits of the organisation as well as the company. In that context it can be added that the p3 programme may be implemented in time and also within the budget of the organisation but the staffs and the customers may arise the risk factors which may affect the new facilities and benefits which are offered by the p3 programme.
However, it has been seen that the public-private programme includes its stakeholders in case of measuring their benefits as well as the development of the project through various methods of measuring benefits such as financial benefits, quantifiable benefits, measurable benefits and the observable benefits. The development programme not only shows the measurement of the benefits but also gives reviews regarding the project (Grossi et al. 2017).
3.2 Developing a formatting process
It has been seen that the public-private programme assures the organisations to fulfil their desires through the quality assurance which may be performed by the organisations that are using the p3 programme. Therefore, the development of the programme is depended on the key elements which are involved by the organisations and the particular involvement can be able to bring the achievement of the organisations through various ways such as using individual external delivery team, use a formatting process for the regular reporting of the information which is associated with the project and also may be able to influence the action of the organisation. In this context it can be added that the assurance of the programme may be measured by the decision taken by the organisation in case of the current level of the p3 programme within the organisation. However, the assurances of the p3 programme may be based on the risk factors also and the risk factors of the p3 programme may be the hardest assurance process of the particular programme. Therefore, the risk factors of the implementation programme may be depended on the experiences of the managers of the organisation as well as on the internal and external environment of the organisation. Even in case of the complex projects, the p3 programme may be needed the assurance process of the organisation in a suitable way and this assurance ensures that all the aspects of the organisation such as security, compliance and also the governance processes are included.
4. Discussion
4.1 Success factors of the p3 programme
Success factors in case of the management of the related areas of the project which may be needed by the organisation or the public sectors to perform better than its previous activities to achieve the ultimate success as well as the destined goal of the organisation. The success factors may be used for making a determination regarding the requirements for the development of the implemented programme. It has been seen that a number of processes are developed for the identification of the key factors related to the project.
Therefore, it may be difficult for the organisations in case of various actions related to the project such as gathering, storey and validity as well as the actions of the various activities of the management. However, the information is necessary for the management of the organisations to support the activities of the p3 programme through determination. It has been seen that the p3 program, my implementation is may be one of the important keys for the managers of the organisation to make a strategy for the organization in the context of planning, management, focusing as well as point out the areas or the responsibilities (Birthet al. 2016) It can be added that the p3 programme method is basically based on the need of the management of the organisation to help them in focusing or point out the areas of the project where they have to work on. The implementation process also shows the aspect of the significance of the responsibilities of the management of the organisation. It has been seen that the development process of the organisation based on the p3 programme has two main aspects such as the selected key of the project helps to indicate the functional health of the organisation and the program helps to increase the ability of the management of the organisation regarding the required information as well as the expected performance of the organisation in the project. There might be some beliefs regarding the p3 programme and development process that the process my control the systems of the organisation by specific actions and also applies strategies which the programme already acquired. It has been seen that the p3 programme may have received attention regarding the success of the organisation within the p3 programme implementation process. Therefore, the implementation of the p3 programme may highlight the performances of the organisation within the project and that may be varied to all the levels of the project.
4.2 Advantages and disadvantages faced in the project
It has been seen that the p3 programme and development plan has the basic elements for the success of the project of the organisation as well as has the methods to maintain the sustainability in the organisation by proper selection of methods or the actions which may be taken by the organisation in case of the p3 programme. However, it can be added that there may be some need of engaging the basic priority of the authority as well as the organisation regarding the project which may give the justification in case of the benefits of the project as well as the organisation (There might be some advantages as well as some disadvantages of the p3 programme which may be faced in case of the action of the project such asthe p3 program helps the organisation to ensure the investments of the project within the public sectors through the management process
Therefore, the p3 programme provides the high quality of services of the public service. The investment of the projects may be implemented by the terms of public sectors which may give expenditure to the project. There has been an entity based on the private sectors which can give the opportunity in the long-term process. The p3 program may be implemented by the private sectors or the organisations for the better experiences. Proper implementation of the p3 programme may be able to reduce the risk factors of the project. The p3 programme may be classified as one of they designed tools in case of the balance sheet of the private sectors. The infrastructure of the p3 programme implementation may be costly for the organisation. The p3 projects give the project result and that may be postponed later and that may cause risk factors for the public sectors. The p3 programme service is longer and also costly that affects the services of the organisation. The p3 programme projects are inflexible and that only includes and discusses the internal events of the project that may affect the future activity of the organisation.